Written by: Telile Fikru Badecha on November 8, 2013

While reading through Handbook of Leadership Theory and Practice, the discussion on Leadership and Cultural Context in chapter 13 resonated with me the most. One of the things that the authors, Mansour Javidan, Peter W. Dorfama, Jon Paul Howell, and Paul J. Hanges, highlighted in their discussion is how societal and organizational culture can shape the implicit leadership theory. For example, they say “in country with relatively high power distance values (e,g., Russia and Iran), children typically learn that the father is the ultimate authority in the family, and they show strong respect and deference to him.” (pg. 343) This is a similar concept in my country as well. Father is the leader of the family and he gets to have a last word in every decision. What is expected from family members or employees in their work places in such a culture are “ accepting of high power distance values and autocratic leadership styles.” (pg.343) The leader, which is always a male, knows what is best for the organization. The members simply need to put into action what they have been assigned to do. It is not wise to question the leader or the way he does things, as he might feel threatened and eliminate the person who is questioning his way of doing things. Unfortunately, this is evident in every social sector in Ethiopia. Our leaders are severe dictators who want to remain in power until they die. In order to succeed in this system one needs to explore new ways to influence others without looking treating to the system.

Another interesting topic discussed in this section by Robin J. Ely and Deborah L. Rhode is the challenges that women face in leadership. The author carefully identifiesthe barriers that women face in gaining leadership roles. It seems across the globe that women are perceived as second-class. It is sad that even in developed countries the absence of women in leadership roles in many organizations seems unproblematic. (pg.388) Although some women achieve leadership despite barriers, some are hindered by the structures where men have upper hand access to information and the support they needed for professional development opportunities. (pg.380) On the contrary, women“ lack influential mentors” which is a major barrier to their leadership advancement. (pg.380) I also read an article someone posted on facebook a while ago that says women need not only mentors but also powerful people who can cheer them on. I agree that women need both mentors and people to cheer them on (sponsors) toward advancement in leadership. The issue of mentoring women reminds me of Dr. MaryKate’s presentation during our advance in London. She highlighted the need to mentor women. Who would mentor women? Is it worth mentoring women? My church does not ordain women to become pastors. Our leadership is all male dominated and everyone seems comfortable with it. Therefore, there is no need to send women to Bible school or any kind of leadership training. It always breaks my heart when I see half of the church members silenced from taking any leadership roles. Because as these authors say, “ a lack of gender diversity can also limit an organization’s opportunities for learning and renewal.” (pg.389) Although women are excluded from ministry roles traditionally held by men, they are the great force behind any ministry that the church carries out. For me, when it comes to women in leadership, especially in the church setting, it not about male or female, it is about unleashing the gifts of the Spirit that Jesus bestowed on the “body of Christ” for the sake of God’s kingdom.

About the Author

Telile Fikru Badecha