Journal of South Asia Women Studies

The intensification of global competition has become a major influence compelling firms to view women managers as a competitive advantage rather than as a legislated necessity. Global competition challenges corporations to maximize the effectiveness of their human resources. The opportunity cost of prejudice of rejecting women and limiting selection to men is much higher than in previous economic environments. The recent decades have witnessed a huge increase in female labour market participation. Yet numerous studies report the persistence of inequalities and segregation between men and women in organizations (Poggio, 2000). The patriarchal ideology, based on the superior position of men, is evident in both government and the corporate world. The division of labour is often based on stereotypical gender roles.

It is claimed that cultural differences influence individual expectations and assumptions about management, modes of interaction and behaviour patterns. It is also claimed that management philosophies typically evolve in harmony with the cultures. India is a complex amalgam of several cultures and subcultures. The dominant management practices are, for historical reasons, built up around the cultural tradition and value. The leadership context is furthermore marred by socialized assumptions, such as, ‘upper cast man is right’, ‘West is best’ and ‘Think manager, think male’ etc. The leadership picture is made even more complex and biased by the skewness that still exists in the representation of managers in terms of the existing masculine management paradigm.