Sharing a conference on leadership of women in the Third Social Sector, under the Congress :
"When Table us to speak on women's leadership in the organizations of the Third Social Sector , it seemed a very ambitious but exciting challenge, then no studies on this issue in our .
Yes there has been some analysis in other parts of the world, but the fact is that we can talk leadership of women in the Third Social Sector without a scientific base of support.
So what we give is based on: what has been studied on social leadership ; what has been collected on women's leadership to other sectors, and what brings the experience of having worked with and for women who are leaders of the Third Sector Social entities.
DATA ...
The first thing we did was look quantitative representation of women in leadership positions.
Here the source closest recent and interesting for you is obviously the study done by the Social Observatory of the Third Sector on the Job sector . This study points out an interesting statistic on the representation of women and men in management positions: the balance 70-30 .
Despite the organizational structures of this sector are largely composed of women (73%), the proportion is reduced when we go climbing the ladder of responsibility, arriving to spend the balance when we get directions, where women represent 32%.
These data are repeated throughout Catalonia in Spain. The study "The Accounts of Social Economy", prepared in 2005 and updated in 2010, speaks of the institutions of the Third Sector Social Action understood this as the format for volunteer organizations, associations and foundations of public service activities that develop social and service activities mainly collective and vulnerable or at risk of social exclusion.
The study reiterates the exceptional presence of women in organizational structures of the Third Sector for Social Action (76% of total), with exceptional cases like the overwhelming public interest associations (84%) . According to the study, this is one of the most clearly defining the Third Sector for Social Action, managerial structures that are not reflected, then, as happens in Catalonia the whole of the English men run most of these entities (more than two-thirds of the tested).
This information indicates that, despite the Third Sector has a social policy female representation ratios much higher than other sectors, tendency to "lose" human capital feminine pieces that go up in level of responsibility is repeated in any organization, whether business, public or social action.
" not have statistics that allow us to identify the impact of gender roles in the position professional women working in the Third Sector. This absence of statistical data, although new studies appear everyday on the impact of the social economy in the overall economic activity, is in itself a sufficiently significant information regarding the existence of a vertical segregation. "Fine Rubio, president of the Foundation Exit , 2005.
qualitative information
But as we said there are no studies that address what are the styles of leadership and management bodies of the Third Sector Social, and therefore beyond the data on who takes jobs where you can exercise leadership in organizations, we can not know what principles, values \u200b\u200band leadership practices are developed in the Third Sector Social Catalan and to what extent women and men There are contributing.
Since we lack a better knowledge of the added value they bring people who lead the organizations of the Third Sector Social , we collect here what we know of social leadership in Catalonia.
A) The social leadership ...
In 2009 Jaume Bofill Foundation released a study on leadership in Catalonia, which examines the roots of civic engagement of certain people over time have been considered "community leaders". The study called "The sources of social leadership."
The notion of social leader identifies that person "who works (remuneradament or voluntary) in various areas of our society, act as a catalyst for social change; performing, inspiring and devising joint projects within the d an entity or organization; socially innovative projects that address the common good. "
Thus, this study defines social leadership from a wide concept, not restricted to the third sector, or even the third sector in general, and also includes profiles of the political, business, religious, sports, etc.. Suffice to say, but of the 109 individuals selected, only 22 were women , most of which belonged to the Third Social Sector yes.
Obviously, as we said, the study does not stop at identifying differences between men and women, but to generalize the results, but offers an interesting conceptual framework that helps us understand what is the nature of leadership in social Catalonia.
Of all the findings noted, we are left with two:
1) No single form of exercise social leadership , however:
* Yes seems to be There are two types of social leadership ideals: the visible and invisible, or put another way, the charismatic, public recognition, heavy ... or discreet, silent, unknown, subtle ...
* In the social sphere, there are two ways to exercise leadership particularly Presents: server leadership, one that is based on the desire to serve others, beyond personal interest; cooperative leadership, one that relies on consensus building, both internal and external activation and a constant process of negotiation to arrive at shared visions.
2) leadership in the social field "is not a question of rank or hierarchy but clearly a responsibility" towards the contribution to social transformation.
But "it is not polite Valiente quit it" and social leadership also has to do with the organization and management, with the assumption of responsibilities by taking decision to search (sometimes painful) resources, and driving very difficult challenges.
The combination of practical issues with ethical, causes some common traits in people who lead socially. Some common traits that are related:
* principles and values \u200b\u200bon which the person acts with consistency and leader and expect it;
* deep meaning because they what they do;
* Interpersonal skills based mainly on the capacity of weaving complicity, build complementary teams and solids to generate a high level of confidence in the abilities of people to target and engage the community to generate a kind of "collective self" about what is being done;
* personal qualities of involvement in the exhaustive work; capacity and persistent positive reaction to the difficulties of constant questioning of reality and therefore permanent search of new challenges, to remain firm in in the social sector, the desire to transcend personality, humility is often rejected as its own concept of "leader".
could join, then that Third Sector organizations collect Social own forms of leadership, though perhaps share them with the non-profit sector in general.
What, but the role of women in leadership in this sector? ¿Women and men lead differently?
B) The leadership of women ...
leadership of women and men has been studied mainly from the business side, and took the last 40 years in parallel to the analysis of leadership in men. From this perspective there is that:
1) studies indicate that there are different leadership styles and organizational, in general, men and women bring different skills of leadership .
women leaders have been identified as a more humane, egalitarian, empathic, prone to collaboration and participatory both internally and externally. The men were identified as leading to more autocratic, competitive, aggressive, dominant, charismatic and decisive. These skills
stereotypical not produce a biological question (despite numerous publications try to explain the brain differences between men and women and its impact when directed work teams).
No, these differences occur especially for a differentiated and socialization, therefore, learning different skills, learning is influenced by the roles that men and women have played throughout world history and, despite progress in some part of him still playing.
this social construction of gender roles n'anomenem , ie those behaviors that are expected of us if we are women or men. Not the same woman was here today, here and 50 years ago, but neither is the same woman today and be here today and elsewhere.
2) The analysis has assumed leadership in general that organizations with male leadership styles were the norm optimal, so that the leadership was measured with the stereotype of women as men. That s'en androcentrism says. So the results have been unfavorable to women, the best, and clearly negative for the image of leaders, at the worst.
Many studies, but also suggests that in hierarchical organizations, autocratic and a competitive work culture and aggressive, women who exercise leadership roles do from the male stereotype, adapting to the environment by imitation.
Thus, while women exercise leadership styles "male" can be labeled more tough and macho men that their own leaders. If instead exert leadership styles "feminine" can be labeled for soft, weak and little fitted to command.
C) What do you think some women are leading organizations in the Third Social Sector ...
Women who currently lead organizations in the Third Social Sector share some things in common:
a) In general not feel comfortable in the role of object observation . Many of them have built their leadership in organic and social evolution and some of them believe what they do and how they do, not because they are women, such as having social vocation.
This view is very personal, from personal experience, but also clearly identify that there are certain general differences between men and women who lead organizations in the Third Social Sector.
Some see clearly that if they had been perhaps the way in which men have built the leadership would be different.
b) In general not feel comfortable in vertical organizations, rigid and based on the power . There is a need to appeal to the authority of nature, the absolute confidence in the people chosen to accompany them, and the recognition and involvement of its teams in the intimate reasons, in the final sense, what being done.
Women who are not in charge of the Third Sector Social institutions, but who have responsibilities also meet these standards: need to make teams based on collective intelligence, respect, flexibility , on commitment and trust. Expect people to accompany the same as given.
WHAT IS THE ...
know better leadership in the Third Social Sector entities could allow to identify the value added results in terms of human, social, economic and organizational.
know best what skills, attitudes, skills and behaviors develop men and women in the Third Sector organizations, help us to know if there are different and complementary contributions. We could ask ourselves about what the trajectories of men and women to assume leadership of these organizations, what challenges have been achieved and what barriers they faced.
observe the reality of social leadership different for men and women helps us to enhance and capitalize on the added value of leadership models of the third sector as a whole.
This week talked with one of them (M. Elena Alfaro, director of ARED Foundation) and I drew the chart of your organization. I asked permission to use it and share it with you. The organization came represented by a tree in which the wise and the roots represented the founder and driving people and those who believe in the project and feed, the trunk was formed by the central project team, the oldest and more responsibilities, the branches representing the main lines of work of the organization and the people that make them grow, and fruits accounted for people who enjoy all this work, which grow with the organization and that mature.
Many women who lead the Third Sector Social felt their organizations as trees as living elements, organic, built from the bottom up and in constant growth and transformation.
font: http://vestidoarayas.blogspot.com
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