Why sectoral leadership?

Although the concept of leadership has globally defined characteristics, it is possible to observe that the expectations and leadership qualities of the leaders change from culture to culture and from sector to sector. In addition to the common barriers facing women in achieving leadership positions, sectors also have their own sources of problems in this context. While the obstacles faced by women in male-dominated professions are discussed more, it is seen that even in the generally female-dominated professions, such as the communications sector, men are able to achieve a higher and faster rate of leadership as the term “glass elevator” (Williams, 1992 & 2013) indicates. Taking leadership training into consideration the different dynamics of the sector, meetings, and to a certain extent within the framework of the mentoring process was a significant step in advancing the project through this distinction, our project has performed Turkey’s first multi-sectoral leadership training and mentoring programs.

References:

• Williams, C. L. (1992). The glass escalator: Hidden advantages for men in the “female” professions. Social problems, 39(3), 253-267.
• Williams, C. L. (2013). The glass escalator, revisited: Gender inequality in neoliberal times, SWS feminist lecturer. Gender & Society, 27(5), 609-629