the role of women in leadership n leadership

Overview

  • Focus on women's leadership and influence in finance and corporate governance.

  • Presented by Agnes Otoo Yeboah, FCA MBA, for Development Solutions Ghana (DSG).

Leadership Reality

  • Current statistics:

    • 12–14% of CEO & Board Chair roles are held by women in Ghana Stock Exchange (GSE) listings.

    • 18–19% of women reach C-suite level in finance globally.

  • The finance sector is highlighted as the strongest pipeline to executive leadership.

  • Question posed: If finance/operations roles are the strongest pipeline, why not YOU?

Expanding Female Leadership

  • Key areas to focus on:

    • Understanding leadership pipelines in finance and audit.

    • Identifying board and leadership readiness competencies.

    • Strengthening strategic visibility and executive positioning.

    • Developing a personal leadership value proposition.

The Leadership Pipeline in Finance & Audit

Private Sector Pipeline

  • Pathway:

    • Graduate & CA Qualification

    • Accountant/Trainee/Auditor

    • Finance/Audit Manager

    • Director/CFO/Partner

    • CEO/Senior Partner

    • Board Member

Public Sector Pipeline

  • Pathway:

    • Accountant

    • Principal Accountant

    • Chief Accountant

    • Chief Director

    • Board Member

Group Reflection

  • Questions for reflection:

    1. What is the pipeline in your industry?

    2. Are women adequately represented all the way to the top?

    3. When does representation reduce? - Draw conclusions based on these reflections.

Challenges in Representation

  • Identified reasons for narrowing of the pipeline:

    • Limited sponsorship and mentorship at senior levels.

    • Exclusion from high-visibility, high-impact projects.

    • Promotion bias with performance standards applied unequally.

    • Exclusion from informal power networks.

    • Lobbying and positioning begins earlier than expected.

  • Encouraged to identify resonating issues within your organization.

Case Studies

  • Angela: Background, Challenge, Outcome.

  • Alice: Background, Challenge, Outcome.

  • Belinda: Background, Challenge, Outcome.

Leadership Preparation vs. Leadership Pipeline

Definitions

  • Pipeline focuses on:

    • Promotions

    • Years of service

    • Technical milestones

  • Preparation emphasizes:

    • Strategic exposure

    • Executive readiness

    • Intentional growth/self-development

  • Important question posed: "Are you intentionally preparing for leadership, or assuming experience alone will qualify you?"

Transitioning from Expert to Executive

  • Key elements of transition:

    • Reporting numbers.

    • Interpreting strategic implications.

    • Regulatory compliance.

    • Value creation and enterprise thinking.

    • Task execution and strategic impact.

    • Enterprise-wide thinking as a hallmark of executive leadership.

Consideration for Boards/Appointment Committees

What They Look For

  • Proven strategic foresight and thinking.

  • Expert knowledge of risk management (industry-specific).

  • Understanding of governance frameworks (industry-specific).

  • Ethical judgment skills and principled decision-making.

  • Executive presence and confident communication.

  • Assumption of technical competence; differentiate through strategy and governance.

Board/Leadership Readiness Self-Assessment

  • Key self-assessment questions:

    1. Do I understand governance structures within my industry and institution?

    2. Am I visible beyond my department or organization?

    3. Am I intentional about developing specialist expertise?

    4. Do I proactively share knowledge or wait to be invited?

    5. Have I contributed to significant organizational decisions?

Building Strategic Visibility

  • Important strategies to employ:

    • Be known for a specific, well-articulated strength.

    • Contribute insights in executive discussions.

    • Align work visibly with organizational strategy.

    • Create your own forum to demonstrate expertise.

Your Leadership Value Proposition

Self-Reflection Elements

  1. What unique value do I bring to the table?

  2. What problems am I uniquely positioned to solve?

  3. What obstacles stand in my way, and what changes are needed?

  4. What lasting impact will I have on this organization? What will be my legacy?

Key Takeaways — Part 1

  • Leadership progression necessitates an intentional strategy.

  • Board/Executive leadership readiness encompasses more than technical skills.

  • Strategic visibility and sponsorship are crucial.

  • Define and commit to owning your leadership value proposition.

Day 2 Overview

Navigating Power, Bias & Workplace Politics

  • Goals include building influence and resilience for high-level leadership.

Leadership Readiness to Influence

Parts to Focus On

  • Part 1: Building leadership readiness; positioning for executive roles.

  • Part 2: Navigating power, influence, managing bias, and leading in complex environments.

  • Emphasis: Being ready for leadership vs. navigating power and influence for sustainability.

Power Structures

Formal vs. Informal Structures

  • Formal: Based on organograms and structure.

  • Informal (Reality): Rely on influence maps and understanding decision-makers and shapers.

  • Critical point: Major decisions often shaped before official meetings.

The Leadership Dilemma

  • Challenges faced by women in leadership:

    • Too Assertive? Penalized for strength or directness.

    • Too Principled? Overlooked for firm stands.

    • Made a Mistake? Judged more harshly, often due to gender.

    • Too Gentle? Perceived as weak due to gender stereotypes.

  • Goal: Achieve calibrated assertiveness, balancing warmth with authority.

Techniques for Balanced Assertiveness

  • Key strategies include:

    • Acknowledge pressure, then respond with calm confidence.

    • Frame concerns professionally with clarity.

    • Always offer solutions or alternatives for better outcomes.

    • Balance firmness with respect—being direct without dismissiveness.

  • Example response:

    • "I appreciate the need to submit the report quickly. From a compliance standpoint, though, this treatment may not align with the accounting standard. I recommend we consider the alternative option to avoid potential issues with GRA, etc."

Pitfalls Undermining Assertiveness

  • Common pitfalls:

    • Proposals without clarity or confidence.

    • Alienating stakeholders with an overly aggressive tone.

    • Lack of preparation—failing to support proposed solutions with facts.

    • Unclear alternative solutions when challenged.

    • Agreeing to every proposal without proper questioning.

Reflection Activity

  • Think about a workplace situation where:

    • You had a strong opinion but hesitated to intervene.

  • Discuss with a peer regarding:

    1. What made it difficult?

    2. How could strategic assertiveness have helped?

    3. What would you say differently today?

  • Emphasis on speaking up; silence can weaken influence.

Importance of Speaking Up

Scenario Discussion

  • Reflect on:

    1. Key risks involved.

    2. Influences behind decision-making pressures.

    3. Applying strategic assertiveness.

    4. Most professional and ethical responses.

Rethinking Workplace Politics

  • Workplace politics defined as:

    • Understanding decision-making processes and building trusted relationships.

    • Advocating for good ideas rather than manipulation or favoritism.

Authentic Engagement in Workplace Politics

Key Principles

  • Add Value:

    • Identify gaps and leverage expertise to contribute value.

  • Be Transparent:

    • Clarify intentions during engagement.

  • Build Relationships:

    • Invest in relationships before needing help; acknowledge contributions from others.

  • Advocate Ideas:

    • Support good work and ideas for all, maintaining professionalism.

The Ethical Influence Matrix

Influential Elements

  • Purpose: What organizational value does my idea support?

  • Relationships: Who are the key stakeholders I need to engage?

  • Communication: How to present ideas without appearing aggressive?

  • Integrity: Ensuring that my approach remains ethical and transparent.

Building Executive Presence

Key Characteristics

  • Composure under scrutiny; performing well under pressure.

  • Clear, structured, and confident communication.

  • Always being prepared; mastery equates to visible confidence.

  • Use of confident non-verbal cues (posture, eye contact, stillness).

  • Embrace strategic brevity—communicate effectively in fewer words.

  • Listen and respond considering the speaker's frame of reference.

Your 90-Day Leadership Journey

Commitment Plan

  • In the next 90 days, goals to accomplish include:

    • Build Visibility: Speak up in key meetings, seek knowledge beyond role.

    • Strengthen Influence: Build one strategic relationship, identify one area to contribute value.

    • Demonstrate Readiness: Take on one high-impact opportunity, contribute to one key decision.

Conclusion

  • Key quote by Maya Angelou:

    • "The size of your dreams must always exceed your current capacity to achieve them. If your dreams do not scare you, they are not big enough."