1、n a sphere that is hopefully valid across commonwealth countries. The writers acknowledge that each Commonwealth country faces its unique challenges and opportunities, meriting a separate discussion per region. Due to the limitations of this research, a global general approach is used. Moreover, the
2、 writers have attempted to offer recommendations that go beyond the apparent, over cited ones, and offer more specific, action oriented advice. About the Authors The writers have drawn upon the established expertise of Ms Gita Patel FCA, a business leader with a background in banking and entrepreneu
3、rship and has over the last 10 years specialised in the Female Economy having created Trapezia, a fund targeting women focussed businesses. She passionately believes that the economic empowerment of women is a fundamental building block for economic growth for many economies. Ms Sophie Buiting, an L
4、SE postgraduate, who specializes in decision-making and gender, assisted Ms Patel in writing the paper. Additional interviews were conducted to give qualitative and personal backgrounds. In 2009 women globally earned $13 trillion which is double the combined GDPs of China and India ($5.6 trillion).
5、This female income is projected to be $18 trillion by 2014. 6 SECTION 1 THE BUSINESS CASE FOR WOMEN IN LEADERSHIP AND KEY CHALLENGES: GLOBAL AND PERSONAL This section builds on the business case and presents an overview of the key challenges facing women leaders today, both in a global setting, as w
6、ell as in their personal lives. Eventually the argument for many countries remains the lack of effective initiatives to support half of their population resources, creating a compelling case for why policy makers and board members should focus on unlocking the full potential of women leaders to powe
7、r economic growth. My vision by 2015 is that Britain will not have a single FTSE 100 board without a significant female presence This is not about equality, this is about good governance and good business.” The international evidence supports this - diverse boards are better boards benefiting from f
8、resh perspectives, opinions and new ideas which ultimately serve the companys long-term interests. Ministers have urged the UKs 350 largest public companies to set targets against which progress in boosting female representation on boards and executive committees can be judged. Vince Cable, UK Busin
9、ess Secretary, 30 January 2013 1.1 Building the business case for women in leadership 1.1.1 Women are the largest economic opportunity: The most convincing business case for women comes from Silverstein and Sayre (2009a), who show that women are a bigger economic opportunity than India and China com
10、bined. In 2009 women globally earned $13 trillion which is double the combined GDPs of China and India ($5.6 trillion). This female income is projected to be $18 trillion by 2014. Given that Commonwealth women represent approximately 30% of the global female population the extrapolated earnings tran
11、slate to an estimated $5 trillion. Many institutions now recognise that womens growing affluence and influence cannot be ignored and have identified women as the next big market opportunity as they explore different ways of capturing and capitalizing on this market segment to take advantage of the d
12、emographics. 1.1.2 Women control majority of consumer spending: Not only do women earn more than India and China combined, but also women globally control at least 64% of the consumer spending (Silverstein Correll, 2001). Barber and Odean (2001) found that men traded in greater volumes than do women
13、, and as a result, make greater losses. Womens lower confidence, especially regarding financial matters, is also reflected in the fact that businesswomen generally report lower levels of profitability (Robinson one is abstract versus contextual decisions, the other is losses versus gains. Thus, a co
14、ntextual decision would be comparing investments, or comparing insurances. A loss framework poses a decision as two potential losses of money. The element of uncertainty or risk (not necessarily the same thing), is reflected in the probability of a gain. Often choices are framed as a choice between
15、a certain outcome (gaining 3,000 for sure) versus an uncertainty one (gaining 5,000 with a chance of 60%). This is an example of an abstract gain decision. The contextual decisions are often framed as an investment, or an insurance, thus providing a setting in which the decision is made (Schubert, B
16、rown, Gysler, Cohen Miller the problem resides in claiming authority. For instance, they found that men and women do not necessarily differ in their negotiations for salaries, but did differ in their negotiation of additional packages. Women enter a negotiation with lower expectations. One compellin
17、g explanation comes from the standard used to determine how much pay you deserve, where women are more likely to compare 20 themselves to women, and men are likely to compare themselves to men. Evidence comes from social proof theory, where people look at those similar to themselves to help define a
18、n ambiguous situation (Cialdini, 2001). The other explanation is based upon the entitlement effect. When asked how much they would think they deserve, women report less for comparable work (Major, McFarlin, concentrating meetings between 9 and 5, and making sure that other 27 work can be done from h
19、ome. (Dejouany micro enterprises (that are often survival led and necessity driven) and how they can be supported and venture funds for fast growth businesses. The report should suggest initiatives that countries need to put in place to help grow this sector as well as addressing issues that will he
20、lp businesses create success, reduce unemployment and engage across generations. 3) Recommend that womens leadership programmes are specifically designed to be fit for purpose and that can be used across the smaller states. Create different best practice leadership programs for the larger economies
21、that require different skill sets that will equip tomorrows leaders to operate confidently in global economies. 4) Engaging girls at a young age into the educational system is of utter importance. Therefore it is recommended that this pillar is investigated more thoroughly as to how to change the cu
22、lture, and let families see the importance of educating their daughters. Given that smaller states represent 32 out of the 54 Commonwealth countries it is recommended that a separate study should be undertaken that specifically looks at gender related leadership, skills, and challenges, whilst also
23、identifying opportunities within the local environments to unlock and develop potential talent for the benefit of local economies. 31 INTERVIEW WITH MS. ETTA COHEN FROM FORWARD LADIES Can you tell me something about Forward Ladies? Forward Ladies is the leading business support network for women in
24、business and in employment. We have women from every sector and every level.2闘2闘2闘2闘2闙2闙2闙2闙2怀闙2戀闙2搀闙2昀闙2闙2闙2闙2儆闙2吆闙2堆闙2娆闙2怆闙2挆闚2樆闚2氆闚2渆闚2焆闚2猆闚2瘆闚2砆闚2簆闚2脆闚2蔆闚2褆闚2輆闚2鄆闚2鐆闚2騆闚2鸆闚2闚2闚2闚2闛2闛2闛2闛2儀闛2匀闛2唀闛2圀闛2脀闛2茀闛2蔀闛2蜀闛2闛2闛2闛2闛2闛2闛2闛2闛2關2關2關2關2愀關2挀關2攀關2最關2關2關2關2關2關2關2關2關2闝2闝2闝2闝2焀闝2分猀闝2唆甀闝2嬆眀闝2崆闝2戆闝2搆闝2樆
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