World’s Inspiring Women Making a Difference, 2022

Female Leadership in Terms of Changes in Leadership Competency

Manywomen'sroutestoleadershippositionsprovide insightintowhytheseleaderscouldbothembrace changeandabhordanger.Manywomenmustnegotiatea precarioustightropeinordertoreachthehighest corporatelevels.Theymustoftenlearntostandoutby endorsingnovelideasinanefforttodispeltimidity stereotypes,butdoingsodramaticallyincreasesthecosts ofmakingmistakesprofessionally Asaresult,theymust carefullyweightheadvantagesoftheirnovelideas againsttherisksofgoingofftherails.Basedonthis commonexperience,onecananticipatethatasmore womenworkinTMTs,theirattentionwillshifttofinding abalancebetweeninnovationandriskreduction.

Additionally,previousstudiesindicatethatfemaleCEOs aremorelikelythantheirmalecolleaguestobereceptive tochangingthestatusquoandtocarelessabout tradition.Accordingtobehavioralpsychology,these kindsofviewsessentiallyboostpeople'sopennessto change,thereforeitstandstoreasonthatwhenmore womenareassignedtoexecutiveteams,itmay encourageincreasedreceptivitytochangeincurrent TMTmembers.

ThepresenceofwomenintheTMTmightalsomakethe teamasawholemorecautiousiftheyaregenerallymore risk-averse(asstudiesshowisfrequentlythecase). Accordingtostudy,whenapersonwhoappearstobe morerisk-aversejoinsagroup,othergroupmembers maymistakenlyassumethatthegroupasawholeis morerisk-aversethanitactuallyis.Asaresult,everyone maybecomelessreceptivetorisk.

World’s Inspiring Women Making a Difference, 2022

Inthisspecialissue,“World'sInspiringWomen MakingaDifference,2022”World’sLeadershighlights thetalesofafewsignificantbusinesswomenwhoare influencing,inspiring,andinvigoratingotherswiththeir zealtostriveforsuccess.

ThecoverfeaturesRosheenNgorima,Founderand ResidentAccountantofNeepsConsultingServices, andHenzieHealley,PartnerandManagingDirector ofCounselServicesLimited,whohaveemergedasa dynamicduointheUAE.Rosheenisalsothefounder andpresidentofanetworkforwomenthathascreateda pathforexpandingfirms'accountingdepartments.Her responsibilityistoprovidealloftheaccountantswith adequatesupportandstrongleadershipinsidethe accountingcompany.Rosheenalsowantstogive everyonewhorequestsaccountingservicesthe smoothestpossibleexperience.

Whilewecometotheend,pleasedonotforgettoread theCXOstandpointswrittenbyindustryexpertsandthe informativearticlespenneddownbyourin-house editorialteam.

Have a lovely read!

Ngorima

Creating Network Support with Vetted Businesses that Fills the Requirements of Clients

FFor a company to operate and grow, encouragement, support, and building are crucial. Set an example for others to follow, and wherever you can, aid in their personal development. Everybody had to begin somewhere. Be the leader that the team needs you to be. If others are nice people, they will be good to you. Following in the footsteps of this strategy, Rosheen Ngorima, Founder and Resident Accountant of Neeps Consulting Services, and Henzie Healley, Partner and Managing Director of Counsel Services Limited, have emerged as a dynamic duo in the UAE.

NeepsConsultingServicesLLCwithCounselServicesLimited

Havingknowneachotherforoverfiveyearsnow,RosheenandHenziestartedtheir companiesroughlyaroundthesametime.Whilebothhaveindependentbusinesses, theyhavesupportedeachotherintheirgrowthandgrowntogetherduringthistime, withRosheenevengoingastepfurthertosupportwomeninbusinessbyfoundingthe FemaleFoundersInitiativein2020.

HenzieandRosheencollaboratedtocomeupwithawayforeachtofillagapin providingcrucialfinancialand/orlegalservicestotheirclientsallatonce,after realisingthattheirclientsneededtwoofthemostimportantservicesbutthatneither couldfullyoffer specialisesinlegalservices,whereas CounselServicesLimited NeepsConsultingspecialisesinfinancialservices.WhileCounselServicesLimited offerslegalservicestoNeeps'clients,NeepsConsultingServicesLLCoffers accounting,taxation,andbusinessconsultingservicestoCounselServicesLimited's clientsinstead.Althoughfinancialservicesarenotofferedbylawcompanies,theyare justasessential.Inordertogivetheirclients,thebestofbothworldsfromadvisers thattheirtrustedadvisorstrust,RosheenandHenziehavecollaboratedtobeableto recommendclientstooneanotherforthemanyservicesthateachprovides.Customers wantsomeonerecommendedbythemforotherservicesbecausetheytrustservice providerswhodeliverexceptionallevelsofservice,andsinceweallknowthatthe qualityofserviceprovidedbytherefereealsoreflectsfavourablyonthereferrer,these recommendationsaretypicallymadefortried-and-trueindividualswhoalsodeliver exceptionallevelsofserviceandwhosevaluesalignwiththecompanymakingthe referral.

Theyhaveaneffectivemarketingstrategy Additionally,astrongnetworkofcorporate executivesconsistentlyrecommendstheservices,whichconsiderablyaidsthe companyintermsofcommercialdevelopment.

ResponsibilitiesandRoles

Rosheenisalsothefounderandpresidentofanetworkforwomenthathascreateda pathforexpandingfirms'accountingdepartments.Herresponsibilityistoprovideall oftheaccountantswithadequatesupportandstrongleadershipinsidetheaccounting company.Rosheenalsowantstogiveeveryonewhorequestsaccountingservicesthe smoothestpossibleexperience.Henzieservesasthecompany'smanagingdirectorand apartnerinCounselServicesLimited.TogetherwithShameegDollie,sheadvocates forCounselServicesLimitedonadailybasis.Thetwosupportthelegalconsultantsof CounselServicesLimitedastheynegotiatetheirnewlydiscoveredandoccasionally freedom,workingforthemselvesandbeingtheirownboss,butwiththesupportofa significantglobalcompany

ThequalifiedpeopleareCounselServicesLimited'slegalconsultants,andtheyareall seniorlawyerswhoareauthoritiesintheirfields.BecauseCounselServicesLimited wouldnotexistwithoutthelegalconsultants,theircontributioniscrucial.Thereisa lawyerforeachclientusingCounselServicesLimited,andtheyofferlegalservicesto themall.However,withouttheappropriate"bestfriendnetwork"(whichRosheenand

Henziehavebothdeveloped),onecannotalwaysbecertainofthequalityofservices thatathirdpartywilloffer.BecauseRosheenandHenziebothcareabouttheclientsof eachoftheirrespectivecompanies,theywanttobeabletoreferthemtopeopleor businessesthatwillcontinuetoprovidethemwiththesamelevelofservicesthatthey areaccustomedto,inaccordancewiththesamemoralsandvalues.

ProperPersonnelattheWorkplace

Sinceitcanbedifficulttofindtherightpeople,RosheenandHenzieagreethat buildingthissupportnetworkbetweenthemandtheothersuitableandvetted companiestheyhavebeenfortunateenoughtofind,whichhelpsfillinthegapsof variousclientrequirements,isasuccessstoryofthebiggestmakingintheiropinion. Whenselectingpeopletoworkwithandcontinuouslyworkwith,onemusttakeinto accountavarietyoffactors.Fortunately,theyhavebeenfortunateenoughtodothis, andoverthecourseofthefouryearsthatbothoftheirbusinesseshavebeenin operation,theyhavebuiltanincrediblenetworkbetweenthem.Godhasblessedthem withgoodpeoplewhoalsoprovideexceptionalservicesforthethingsthatneitherof thecompaniesisabletoprovide,aswellaseachotherfortherespectiveservicesthat theircompaniesareabletoprovidebecausetheygenuinelywanttosupportthe community,especiallyotherwomeninbusiness.Oneofthegreatestsuccessstoriesof alltimeistheabilitytointroducesomeonewithconfidence,sinceweareallawarethat therefereeisultimatelyresponsiblefortheirownpeaceofmind,whichrequiresa greatdealoftrustandtimetodevelop.

"Peace of mind when making an introduction is one of the biggest success stories of all time"—RosheenandHenziestated.

Human-Touch

RosheenandHenzie,whorunaclient-centeredfirmwithfaster-than-averageresponse times,knowledgeablehelp,anda"humantouch"thathasallbutdisappearedwiththe rapidadvancementofdigitalinnovation,particularlyinCOVIDtimes,bothvalue honestyandintegrity.Therearesomethingsthattechnologywillneverbeableto replace,andthat'sapersonalisedexperience,whichnoteveryonewantsbutthatalot ofpeoplearemissing—notrealisingtheywantedituntilitwaslesscommonthanit oncewas.Theyembracetechnologyintheirbusinesseswherevertheycanandeven encourageit,bothhavinguniquetechnologythattheyuseinternallyforeachone.

WorkingandPersonalLifeBalance

GilPetersiloncesaid,"If you don't find something you really want to do (as in a hobby or something other than work), you will never make time for anything other than work. Find this, and you will find you start creating this balance. “

Henziebelievesthattakingtimeforcoffeeisafantasticwaytorefocus,watcha sermon,fillyourheartandsoulwithgoodthings,prayfordirectionandblessingsfor theday,andthengettowork.EventhoughCounselServicesLimitedgivesattorneys unlimitedindependence,somemaystillwanttomaximisetheirproductivityfor

financialadvantage.Findingapurposetocreatespare timeforotheractivitiescanhelpyoukeepahealthy balance.ForRosheen,shehasahomelifeasawifeand mother.arealmotherandwife.Evenwithherhectic schedule,Rosheenalwaysmanagestofindtimeforher family.Shehasaveryunderstandingpartner,sodespite herhecticschedule,herfamilymaintainssomesenseof normalcy.

Vision

AccordingtoRosheenandHenzie,acompanycanonly beconsideredsuccessfulwhenithasachievednotonly financialsuccessbutalsosuccessinthecommunityby helpingotherssucceed,andthosepeople,inturn,have helpedthecompanysucceed.Byformingagroupwith like-mindedpeopletoformacommunitythatsupports oneanotherandsharessuccess,wemaycollectively developstrongerandmorequickly.TheFemaleFounder Initiative'screatorsuccessisajourney;itisnotaonesize-fits-alldestination.Success,accordingtoRosheen, isfallingdownmultipletimesbutgettingbackupand continuingonasifnothinghadhappened.

Success is attributed to resilience, assertiveness, and a can-do attitude. If one wants to start a business, JUST DO IT! Rosheen says.

Women in the C-Suite Change the

Way Businesses Think T

Way Businesses Think

Itiscommonknowledgethat businessesperformbetterwhentheir seniorleadershipismoregender diverse.Butit'snotentirelyapparent whythatis.Whataretheprecise factorsthatfuelthefavorable companyresultslinkedtoanincrease inthenumberof...

Accordingtoresearch,businesses withmorewomeninleadershiproles aremoresuccessful,moresocially conscious,andoffersafer,higherqualityconsumerexperiences, amongmanyotheradvantages.Of course,thereisalsoastrongmoral casefordiversifyingtop managementteams(TMTs). However,thereissubstantiallyless researchavailabletoexplainwhy havingmorefemaleleadersisrelated toimprovedcompanyoutcomesand whatprecisemechanismsare responsibleforthosefavorable changes.

Thecompanieswelookedatwereall activeparticipantsinstrategic innovation-relatedactivitiesduring theobservationperioddespitebeing marketleadersintheUS,butwe discoveredthattheirstrategiesvaried greatly.Inparticular,wewereableto spotthreedifferentpatternsregarding changesinbusinesses'strategic

thinkingaftertheappointmentof femaleexecutives:

Ÿ FirmsBecameMoreOpento ChangeandLessOpentoRisk

First,wediscoveredthatbusinesses becamemoreadaptabletochange andlessrisk-takingafterwomen enteredtheC-suite.Inotherwords, despiteattemptingtolowertherisks involved,manybusinesseshave embracedtransformationmoreand more.

Thisimpliesthatincludingwomenin theC-suitedoesmorethanjustgive thetopmanagementteamaccessto freshviewpoints.Thewaythese companiesmadeimportantstrategic decisionssawnoticeable modificationsasaresultofthis mentalityshift.

Ÿ FirmsShiftedFocusfromM&A toR&D

Wefoundthatorganizations graduallyswitchedfroma knowledge-buyingstrategycentered onM&As—whichcouldbe describedasamoretraditionally masculine,proactiveapproach—to aknowledge-buildingstrategy centeredoninternalR&D,which couldbedescribedasamore traditionallyfeminine,collaborative approach,assoonastheyhired femaleexecutives.

Ÿ TheImpactofFemale AppointmentsisGreater

Finally,wediscoveredthatthehigher influencefemaleexecutiveswere likelytohaveontheTMT'sdecisionmaking,themoresuccessfullythey wereabletointegrateintothe organization.Therearetwomajor variablesthatcanaffectthis:

Ifsheisthesolefemale:Onlyin situationswheretheexecutiveteam

alreadyincludedatleastonewoman didwediscoverthataddingfemale executivestotheTMTactually alteredC-suitethinking.Thismight beduetoteamsfeelingmoreatease workingwithandincludingfemale executiveswhentherewasalreadya womanintheC-suite,which lessenedthechallengesfacingfuture femaleappointees.

Whethersheisarecentappointment: Additionally,wediscoveredthat biggercognitivealterationshappened whenthenewfemaleCEOswerea partofasmallercohortofnew appointees.Inotherwords,there wouldbelessofanimpactifa companypromoted10menand2 womentoseniorjobsthanifthey promoted5menand1woman.This couldbebecauseveteransenior managersmayfeelmorethreatened whenalargergroupispromotedinto theirranks,makingthemless receptivetothenewcomersand restrictingtheircapacitytomakea meaningfulcontribution.

It'simportanttonotethatwe examinedalloftheseindicators beforeandafterfemaleexecutives wereappointedtotheTMT.By doingthis,wemadesurethatwe weregenuinelywitnessingthe impactofhavingmorewomenin seniorpositionsratherthanjust recordingpatternsthatwerealready inplacepriortotheinclusionofthe femaleexecutives.Toisolatejustthe effectsofincludingwomeninthe TMT,weadditionallyaccountedfor othervariables,likeasproduct strategy,R&Dinvestmentlevels,and femaleboardpresence,thatmay havebeenassociatedwithchangesin C-suitecomposition.

Belowarethehighlightsofthe Interviewconductedbetween World'sLeadersandChristiane WuillamieOBE:

FEMALE LEADERSHIP Formation of FEMALE LEADERSHIP

as an Independent Phenomenon

Inthemodernleadershipstudies, theconceptoffemaleleadershipis acontentioustopic.Ontheone hand,itwasdifficultforresearchersfor alongtimetopinpointwhetherornot femaleleadershipmightbeginand growasadistinctphenomenon. However,genderhaslongbeenseenas oneofthekeycharacteristicsof individualleadership(Zaleznik,1977). Inallofthemajorstagesofthegrowth ofleadershiptheories,thecontextof gendercanbefound,accordingto Chin's(2007)analysis.

Oneoftheearliestorganizedand consistentstudiesofleadershipwasthe traittheoryofleadership.Thetrait approachhighlightedthesignificance ofqualitiesinleadershipand concentratedonfindingtheindividual characteristics(ortraits)ofleaders. Individualtraitslikebrilliance, masculinity,dominance,ambition, boldness,andself-confidencehave beenlinkedtoleadershiponlyin relationtomasculineareasandmale activityforyearsinavarietyof academicresearch(Mann,1959; Zaleznik,1977).

Inthemiddleofthe20thcentury,a numberofsignificantstudiescast doubtonanuniformsetofleadership characteristics.Asaresult,ratherthan concentratingsolelyonthefeaturesof leadersusedintheprocessof leadership,scientificattentionswitched tocontemporaryconceptionsofskills thatemphasizethevalueoftechnical, communicative,andconceptual abilitiesessentialforeffective leadershipitself(Katz,1955; Mumford,etc.,2000;Northouse, 2009).Studiesonleadershiphave revealedthatmenandwomenas leadershavequitedistincttalents.Male leaders,incontrast,tendtomakemore independentdecisionsandhave impersonalreactions.Theyalsotendto avoidunderstandingthecomplexities ofhumaninteractions.Incontrast, femaleleadersaremorepro-activein theircommunication,showing excellentinterpersonalskillsand valuingteamwork.

Accordingtoleadershiptheories,

leadershipisaprocessofcontactand influencebetweenleadersand followersthathelpsthemdefineand accomplishgoals(Bass,2000; Gardner,1995;Rost,1995).The predominanceofseveralleadership philosophiesbestillustratesthe significanceofgenderissuesin leadership.

Accordingtostudies,maleleaders typicallyexhibitthetransactional leadershipstyle,whichfocusesontask andgoalcompletion,whilefemale leadersarefrequentlydescribedas havingatransformationalleadership style,whichisfocusedonvisionsand creativechangesandisfoundedon individualrespect,teambuilding,and mutualtrust(Werhane,2007;Jogulu, Glenice,2006;Wood,2005).

Accordingly,threecrucialtendencies inresearchonfemaleleadershiphave beenassumedbythedevelopmentof genderleadershiptheories:

Thefirstisderiveddirectlyfromtrait leadershipstudiesandinvestigatesthe personalcharacteristicsandcritical competenciesofmaleandfemale leaders;

Thesecondisknownasleadership approachandconcentratesonthe investigationofmaleandfemale leadershipstyles;

andthethirdisderivedfromabroader investigationofleadership phenomenonanditssubjectand concentratesontheinvestigationof femaleleadershipasanindependent phenomenon,clearlydifferentiatingit fromboth.

Researchersencountercertain challengeswhenattemptingtopinpoint theuniquecharacteristicsoffemale leadershipbasedonthefirsttwotrends ofstudies.Mostresearcherswhostudy thesetrendsaimtocompareand contrastthepersonalqualities, competencies,andbehaviorsofmale andfemaleleaders.Recentresearch havefoundthattherearetwoimportant waysthatgenderinequalitiesin

leadershippresentthemselves.Thefirst argumentcontendsthatthereareno genderdisparitiesinleadershipand thatmenandwomenshouldbetreated equally(Brinia,2011;Andersen, Hansson,2010).Thesecondstrategy acknowledgesthedistinctionsbetween maleandfemaleleadershipandthe needtoaddresseachgender's leadershipinauniqueway(Powell, 2012;Arnold,Loughlin,2013).Ithas beendiscovered,however,thatfemale leadersdonotalwaysleadin accordancewiththetraditionalfemale leadershipstyle,despitethescientific justificationofbothapproaches. Womenwhoexhibittheinnate qualitiesofmasculineleadership frequentlyaspiretopositionsof authorityandtopexecutivepositions.

Therefore,acleardistinctionbetween femaleleadershipandfemaleleaders hasbeenhighlightedbythemost recentscientificinvestigations.The words"feminine"and"feminist," accordingtoChinetal.(2007),sound quitesimilarphoneticallyinthe Englishlanguageyethavedifferent meanings.Thefirstreferstoconduct thatistypicalofwomen,andthe secondconcernsthestruggleforequal rightsandopportunitiesamong women.Womenseekpositionsof leadershiptopromotesocialequality, therealizationoftheirideasfor change,andtheupholdingofmoral standardsthatfrequentlydivergefrom thoseofmaleleaderswhodisplaytheir desireforstatusandpowerinanovert way(Chinetal.,2007).

Twokeyscientificpresumptionshave thereforedeveloped.Onetheonehand, theresearcherscontendthathow leadershipisexpressedbyfemale leaderscanvarygreatly.Ontheother hand,femaleleadershipisvitalfor womenworkinginotherdynamic aspectsofsociallife,suchasraising childrenanddoingjobsthataren't necessarilyextremelysignificantbut neverthelessneedresponsibility Femaleleadershipiswidelypresentat allstagesoflifeandisnotjustfoundin theworkplace.