In South Africa’s (SA) business sector, a mere 17.4% of board directors are women. According to the Businesswomen’s Association (BWA), in 2017, women comprised just 11.8% of board chairpersons in JSE-listed companies, with one in six of these companies lacking any female representation on their boards. SA moved up two places in the Women Business Owner benchmark (ranking 44th), with 21.9% in 2021 as compared to 21.1% in 2020. This gender imbalance is not just a matter of representation; it impacts performance. A comprehensive study by Gallup (2014) revealed that businesses with gender-diverse boards and workforces perform significantly better than those dominated by a single gender. Men and women bring different perspectives, ideas, and market insights, which enhance problem-solving capabilities. Gender diversity is essential for any workplace, not just as a commendable goal but because it makes sound business sense.
Understanding collaborative leadership
Collaborative leadership emphasizes shared or decentralized power within an organization (Sanker, 2012). It is crucial for organizational success and creating a workplace that boosts engagement, productivity, motivation, and innovation. By sharing responsibilities, fostering empathy, and reducing power gaps between leaders and employees, collaborative leadership enhances team synergy (Rubin, 2002).
Carter (2006) notes that this leadership style promotes inclusivity in decision-making, ensuring that all stakeholders are engaged and aligned. It supports open and authentic engagement, allowing employees and partners to feel their ideas are valued, unlike a top-down approach. Additionally, Huxham and Vangen (2005) highlights that collaborative leadership integrates teams around a shared vision, driving innovation and communication for optimal outcomes.
Leaders today must cultivate collaborative cultures by facilitating cross-cultural and cross-boundary engagement to address challenges (Archer & Cameron, 2013). This approach values shared goals and distributed power, fostering multi-stakeholder relationships. Bryson and Crosby (2008) emphasize that multi-sector collaboration emerged when single sectors failed to address public policy issues. Therefore, Collaborative leadership empowers employees to reach their potential and actively contribute to achieving organizational goals.
Characteristics of Collaborative Leadership in Women Executives
In 2004, Catalyst published a renowned study that linked gender diversity on corporate boards to improved financial performance – 353 companies out of the Fortune 500 companies had the highest representation of women in top management with significantly better financial outcomes than those with the lowest representation. In companies with more women in senior leadership roles, specifically, return on equity and total return to shareholders were 35% and 34% higher, respectively. While the study by Catalyst did not claim causation, the findings were often cited as support for increasing the number of women in senior positions, particularly on corporate boards. An alternative interpretation is that companies which are progressive enough to promote women into top management before 2004 may have differed in several ways from those that did not.
The following characteristics define collaborative leadership traits in women executives:
- Women Have Higher Emotional Intelligence
Emotional Intelligence (EI) is a critical leadership differentiator, surpassing Intelligence Quotient (IQ) and technical skills, and is essential for executive-level leadership. A Korn Ferry (2005) study of 55,000 professionals across 90 countries found that women excel in nearly all EI competencies required for effective leadership and superior business performance. Women scored higher than men in 11 out of 12 EI competencies, including emotional self-awareness, positivity, coaching and mentoring, empathy, influence, inspirational leadership, conflict management, organizational awareness, adaptability, teamwork, and achievement orientation, whilst both genders scored equally in emotional self-control.
- Women Are Entrepreneurial
Africa, the most entrepreneurial continent, boasts the highest proportion of women entrepreneurs globally. The 2022 Mastercard Index of Women Entrepreneurs highlighted SA as one of 12 economies where women’s entrepreneurial activity increased despite the COVID-19 pandemic’s impact. However, less than a third of companies listed on the government’s central supplier database are women-owned – a disparity President Ramaphosa pledged to address during his Women’s Day address in 2023. Women entrepreneurs succeed due to their collaborative nature, relationship-building skills, calculated risk-taking, ability to find niche opportunities, resilience, integrity, and eagerness to learn.
- Women Are Great at Creating Jobs
The South African Women Entrepreneurs Job Creators Survey (year) reveals that 90% of female respondents prioritize job creation when starting their businesses. Women not only create more jobs and grow revenue but do so at significantly higher rates than their male counterparts. Their success is often driven by their roles as sole breadwinners in single-parent households, motivating them to turn adversity into success and include their communities and families in their ventures. The Tholoana Enterprise Programme further supports this, with women outshining men in job creation and business success.
- Women Excel During Crises
Women leaders naturally support their people, making them exceptionally resilient in challenging conditions. An HBR study in 2007 found that women in leadership positions consistently outperformed their male counterparts in 13 leadership qualities before the COVID-19 pandemic, a gap that widened during the pandemic. Women excel in taking initiative, communicating, inspiring others, and building relationships, which enhances their ability to connect with and motivate teams, respond to customer needs, and protect a brand’s reputation.
Traditionally, effective leadership has been characterized by masculine traits like assertiveness and self-reliance, driven by results. Women, however, are often seen as kinder and more people oriented. To compete for leadership roles, women have had to work harder to match these masculine traits, fighting for equal opportunities in the workplace for decades.
How Do Women Lead?
Female leaders are often flexible and adaptable, displaying a blend of transformational, participative, and democratic leadership styles. Here are three women’s leadership styles:
- Women Leaders Are More Transformational: “Effective leadership isn’t a one-man-band; it’s collaborative.” – Indra Nooyi. By focusing on building their team, expanding their skillsets, and encouraging them to continually improve. This transformational leadership style can inspire and empower the team, reshape organizational strategy, diversify the brand, and revitalize the company’s sense of purpose.
- Women Leaders Are More Participative: “I ask everyone’s opinion when they don’t speak up. And then, when they have an opinion, I’ll ask others to talk about it.” – Ginni Rometty. Women tend to prioritize team input and personal development, making decisions collaboratively and transparently, exemplifying participative leadership.
- Women Leaders Are More Democratic: “The old world of autocratic, top-down leadership styles are gone.” – Gail Kelly. By focusing on promoting teamwork and loyalty by considering others’ input in decision-making via a democratic leadership style has enhanced employee engagement, productivity, and satisfaction. Female leaders’ ability to lead through transformational, participative, and democratic styles not only redefines effective leadership but also fosters team performance and organizational success. However, women must be cautious of the “glass cliff,” where they are promoted to leadership roles during crises and are set up for failure. This is a common occurrence in South Africa, with women appointed as CEOs in troubled organizations.
Lessons for Male Leaders
Male leaders can benefit from adopting collaborative leadership styles often exhibited by women. Developing empathy and EI is a crucial first step. Practical tips include actively listening to team members, showing genuine concern for their well-being, and seeking to understand their perspectives before making decisions. Promoting inclusivity involves strategies such as creating diverse teams, encouraging open dialogue, and ensuring all voices are heard in decision-making processes.
To improve communication skills, male leaders can practice clear and concise messaging, provide regular feedback, and foster an environment where team members feel comfortable sharing ideas and concerns. Case studies of male leaders like Satya Nadella of Microsoft, who transformed the company’s culture by emphasizing empathy, inclusivity, and effective communication, serve as powerful examples of the benefits of adopting collaborative leadership styles.
Implementing Collaborative Leadership in Organizations
Implementing collaborative leadership in organizations requires a multifaceted approach, beginning with robust training and development programs. Leadership training that emphasizes collaboration can equip leaders with the skills necessary to foster teamwork, empathy, and inclusive decision-making. Such programs should focus on developing EI, effective communication, and conflict-resolution skills. Additionally, the role of organizational culture cannot be overstated. A culture that supports collaboration is essential for these leadership practices to thrive. This involves promoting values such as trust, mutual respect, and openness, and ensuring that these values are reflected in everyday interactions and organizational policies. To measure the effectiveness of collaborative leadership initiatives, organizations can implement metrics such as employee engagement surveys, 360-degree feedback, and performance indicators that track team achievements and innovation rates. Regular evaluation of these metrics can help organizations refine their approaches and ensure that collaborative leadership contributes to overall organizational success.
Conclusion
In the dynamic work environment, male leaders are encouraged to adopt collaborative practices to enhance their leadership effectiveness and drive greater team performance. Embracing empathy, improving communication, and promoting inclusivity which female leaders possess can lead to more engaged, motivated, and innovative teams. The benefits of such leadership approaches are evident from successful male leaders who have adopted these practices.
Looking forward, the future of leadership will increasingly demand collaborative approaches as businesses navigate a complex and evolving environment. Organizations that prioritize and implement collaborative leadership practices will be better positioned to thrive in this dynamic environment, fostering greater inclusivity, innovation, and overall success.