Organization cultural elements and design need to be more responsive to the needs of women in leadership. Although organizations may have a general cultural element, there are specific elements that can be designed to be responsive enough to support women in leadership. One of these elements is the organization affirmative action. Affirmative action is an element that can have a good number of women in leadership positions. Affirmative action is an element that depends on organization flexibility, which is also a cultural element. The flexibility of an organization will not only ensure that an organization has eased in implementing policies such as the affirmative action but will also provide a chance for women for promotions (Phillips & Gully, 2012). Affirmative action requires an organization to have a certain minimum number of women in different organizational departments or positions.
Open communication is the second cultural element that I believe is one of the most significant cultural element that can support women in leadership. Open communication helps in making the presence of women felt in an organization (Schein, 1981). Women will have open and flexible channels of communication with the organization, which will help in giving support to their leadership. The final cultural element would be freedom to expression (Lawler & Worley, 2006). Although the freedom to expression may be a universal cultural value of any organization, there are specific things that an organization can do to make it more responsive to the needs of women in leadership. Freedom to expression will ensure that women air out their opinions freely without any challenge. Freedom to expression would also reduce the role of patriarchy in an organization as a protagonist to women’s leadership.
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These elements can be incorporated through intervention for change. The needs to address challenges facing women’s leadership in an organization can lead to these elements being considered as part of the solutions. These elements can also be incorporated during the initial stages of forming an organizational behavior. They can be part of the values and assumption that makes up an organizational behavior. These cultural elements can also be incorporated as a result of policies and feminist pressure.
Reference
Lawler, E. E., & Worley, C. G. (2006). Designing organizations that are built to change. Sloan
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Phillips, J. & Gully, S. (2012). Organizational behavior . Mason, OH: South-Western, Cengage.
Schein, E. H. (1981). Does Japanese management style have a message for American managers?
Sloan Management Review , 23(1), 55–68.
