Contribution of women leaders to organisational dynamic capabilities and performance

Abstract

Literature and regulation have emphasized the need for a more gender balanced society as a fundamental human rights foundation necessary for a sustainable, peaceful and prosperous world. The gender imbalance in society influenced by historic socio-cultural norms influence the gender inequalities in the workplace and the lack of inclusion of women in senior leadership roles. As a result, the gender gap in power and leadership roles remains deeply entrenched and are creating detrimental impact for the next generation if not attended. The study therefore explored women leaders’ contributions to organisational dynamic capabilities and performance within the financial services industry in South Africa and established personal dynamic capabilities contributed by black women leaders. The study further explored how financial services organisations are leveraging, enabling, accommodating and including this category of dynamic capabilities into senior leadership roles. Thirteen interviews with black women leaders in executive, director and senior management were conducted. The findings indicated that women leaders contribute diverse skills and capabilities to organisational dynamic capabilities and performance. The following key dynamic capabilities were highlighted, relationship management, personal traits, business acumen, leadership skills and people development skills. Furthermore, finding revealed that organisations have implemented initiatives to develop, empower and include women, however these initiatives are not purposeful and not yielding the desired results. The study recommendations to organisations in financial services to be intentional about the inclusion of women into senior leadership, the diversity of thought that they come with brings improved decision-making and performance in organisations.