The C-Suite Landscape in Southeast Asia: A Gendered Analysis by Emancip8 Project

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by Emancip8 Project

Gender disparities within the C-suite landscape of Southeast Asia remain a critical concern. This article offers a gendered analysis of the region’s top-level management, examining the factors that contribute to these imbalances and highlighting the importance of fostering gender diversity in the corporate world.

A primary factor perpetuating gender inequality in Southeast Asia’s C-suite is the prevalence of deeply ingrained cultural norms and gender stereotypes (Madsen, 2011). Women are often expected to prioritize caregiving and familial responsibilities over professional pursuits, which can limit their opportunities for career advancement. By promoting work-life balance and supporting women’s career aspirations, organizations in the region can help to dismantle these barriers.

The “glass ceiling” phenomenon, whereby women encounter invisible barriers to career advancement, is pervasive in Southeast Asian companies (Azmi et al., 2012). This problem is further exacerbated by a lack of diversity in senior leadership, as women are significantly underrepresented in C-suite positions. The implementation of gender diversity targets and affirmative action policies can be instrumental in breaking down these barriers and fostering a more inclusive corporate landscape.

Mentorship and sponsorship programs are essential to the career development of women aspiring to C-suite positions (Carter & Silva, 2010). However, the scarcity of female role models in top management roles in Southeast Asia can impede women’s access to these opportunities. Encouraging women’s participation in leadership development programs and offering targeted mentorship initiatives can help to close this gap.

Networking opportunities play a pivotal role in career advancement, but women in Southeast Asia often face gender-specific challenges when it comes to building professional connections (Ibarra et al., 2010). By creating inclusive networking events and fostering connections among women in business, the region can promote greater gender diversity in its C-suite landscape.

In conclusion, addressing gender disparities within the C-suite landscape of Southeast Asia requires a multifaceted approach that tackles cultural norms, dismantles the glass ceiling, and promotes mentorship and networking opportunities for women. Through concerted efforts by organizations and policymakers, the region can foster a more inclusive and equitable corporate landscape.

References:

  1. Azmi, I. A. G., Ismail, R., & Alhabshi, S. M. (2012). Effects of demographic factors on board diversity: A study of Malaysian listed firms. South East Asia Journal of Contemporary Business, Economics and Law, 1(2), 90–101.

2. Carter, N. M., & Silva, C. (2010). Pipeline’s broken promise. Catalyst.

3. Ibarra, H., Carter, N. M., & Silva, C. (2010). Why men still get more promotions than women. Harvard Business Review, 88(9), 80–85.

4. Madsen, S. R. (2011). The benefits of and barriers to having more women in leadership. Advancing Women in Leadership, 31, 1–12.

5. World Economic Forum. (2020). Global Gender Gap Report 2020. World Economic Forum.

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