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Assessing the impact of women leaders with intellectual
potential in human resources management
Muyassarzoda FAYZIEVA
1
Dilnoza GANIEVA
2
Tashkent Institute of Finance
ARTICLE INFO
ABSTRACT
Article history:
Received January 2021
Received in revised form
15 January 2021
Accepted 20 February 2021
Available online
7 March 2021
The purpose of this research is to assess the impact of women
leaders in human resource management. Women leaders with
intellectual potential were selected as focus of the research and
accordingly women leadership characteristics as independent
variable and HRM processes as dependent variable were chosen.
This topic is relevance because of women leaders have
characteristics which able to manage successfully of human
resource processes. The design of this research is qualitative, its
type is explanatory research, and research method is
questionnaire method. The research consists of null and
alternative hypotheses. The data of this research are nominal and
ordinal, and therefore non-parametric test was applied by
researchers for preparing of the results section in this paper.
According to this the following tests were chosen for analyzing
data: d
escriptive statistics, Cronbach’s alpha, and Spearman
correlation. The main finding is that the characteristics of women
leaders that is responsibility, self-confidence, strategic thinking,
and empathy impact on human resources management
2181-
1415/© 202
1 in Science LLC.
This is an open access article under the Attribution 4.0 International
(CC BY 4.0) license (https://creativecommons.org/licenses/by/4.0/deed.ru)
Keywords:
women leaders
women leadership
characteristics
HRM
HRM processes
Интеллектуал салоҳиятли лидер аёлларнинг инсон
ресурсларини бошқаришдаги таъсирини баҳолаш
АННОТАЦИЯ
Калит сўзлар:
лидер аёллар
аёлларнинг лидеклик
ҳусусиятлари
Ушбу тадқиқотнинг мақсади лидер аёлларни инсон
ресурсларини бошқаришдаги таъсирини баҳолашдир.
Интеллектуал салоҳиятга эга бўлган лидер аёллар тадқиқот
1
MBA student, Binary Graduate School, Tashkent Institute of Finance, Tashkent Uzbekistan
E-mail:
2
Junior teacher of the HRM department at Tashkent State University of Economics, Tashkent Uzbekistan
E-mail:
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ИРБ
ИРБ жараёнлари.
маркази сифатида танлаб олинди ва шунга кўра мустақил
ўзгарувчилар сифатида лидер аёллар ҳусусиятлари ва
номустақил ўзгарувчилар сифатида ИРБ жараёнлари
танланди. Бу мавзу долзарб, чунки лидер аёллар инсон
ресурслари жараёнларини муваффақиятли бошқаришга
қодир бўлган ҳусусиятларга эга. Тадқиқотнинг дизайни
сифатли, унинг тури изоҳловчи ва тадқиқот усули
саволнома
усулидир.
Тадқиқот
нол
ва
муқобил
гипотезиялардан иборат. Тадқиқот маълумотлари номинал
ва тартибли, ва шу сабабли тадқиқотчилар томонидан ушбу
мақола натижалар бўлимини тайёрлаш учун параметрик
бўлмаган тест қўлланилди. Шунга кўра маълумотларни
таҳлил
қилиш
учун
қуйидаги
тестлар
танланди:
тавсифловчи статистика, Кронбах альфа ва Спирмен
корреляцияси. Асосий хулоса шундан иборатки, лидер
аёлларнинг ўзига хос ҳусусиятлари, бу масъулият, ўзига
бўлган ишонч, стратегик фикрлаш ва ҳамдардлик инсон
ресурсларини бошқаришга таъсир қилади.
Оценка влияния женщин
-
лидеров с интеллектуальным
потенциалом в управлении человеческими ресурсами
АННОТАЦИЯ
Ключевые слова:
женщины
-
лидеры
лидерские качества
женщин
УЧР
Процессы УЧР.
Целью данного исследования является оценка влияния
женщин
-
лидеров на управление человеческими ресурсами. В
центре внимания исследования были выбраны женщины
-
лидеры с интеллектуальным потенциалом, и соответственно
были выбраны лидерские качества женщин в качестве
независимой
переменной
и
процессы
управления
человеческими ресурсами в качестве зависимой переменной.
Эта тема актуальна, потому что женщины
-
лидеры обладают
характеристиками,
способными
успешно
управлять
кадровыми процессами. Дизайн этого исследования
-
качественный, его тип
-
объяснительное исследование, метод
исследования
-
анкетирования. Исследование состоит из
нулевых и альтернативных гипотез. Данные этого
исследования являются номинальные и порядковые, поэтому
исследователи применили непараметрический тест для
подготовки раздела результатов в этой статье. В соответствии
с этим для анализа данных были выбраны следующие тесты:
описательная статистика, альфа Кронбаха и корреляция
Спирмена. Главный вывод заключается в том, что такие
характеристики женщин
-
лидеров, как ответственность,
уверенность в себе, стратегическое мышление и сочувствие,
влияют на управление человеческими ресурсами.
.
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INTRODUCTION
Women and women leaders are appreciated by our government and we feel it via our
president Sh.Mirziyoyev’s speeches and Addresses. For example, president of the Republic of
Uzbekistan Sh.Mirziyoyev congratulated Uzbekistan’s women with “International women
day” on 07.03.2020 and made a speech. According to Sh.Mirziyoyev’s speech Uzbekistan’s
women leaders - ministers, governors, producing associations, the chairmen of banks and
companies, and women in law enforcement agencies and also in the Armed Forces - are
growing. As well as, the number of women in leadership positions in the system of state and
public organizations exceeded 1380. In addition to this, president Sh.Mirziyoyev expressed
own personal opinions about female governors in the districts. President Sh.Mirziyoyev
explained about woman governors saying that “In these districts, where women are the
leaders, there will be justice and purity”. Our president demonstrates regularly own attention
about women leaders, for instance, president Sh.Mirziyoyev made the Address to the Oliy
Majlis and emphasized several tasks which must be accomplish in 2021. According to this
Address the sixth task is to further enhance the role of women in public administration in
Uzbekistan.
We have personal views about 21
st
c
entury’s women leaders and their serves for
countries and societies via social media, TV and other information technologies in everyday’s
our life. We know that women leaders can achieve improvements in the various fields in the
society and the main reason for this their intellectual potential. Leaders with intellectual
potential show themselves capability through personal leadership characteristics, qualities,
and traits. They may be congenital or form in the period of experience.
We chose this topic for our research for assessing the impact of women leaders with
intellectual potential on human resources management activities in the organizations and
entities. According to Nayak (2015) women are more effective than men in human resource
functions due to their superior interpersonal skills, ability to deal and engage with human
beings for higher performance. Professional education such as MBA with specialization in HR
helps women to be more effective in managerial roles. Women are also found to be effective
in leadership roles, especially at middle level, in customer relationship management jobs and
in terms of maintaining better work-life balance than their men counterparts.
Why this topic is important for us because informing to the society and its participants
about the impacts of women leaders on HRM processes in the organizations and entities. In
this aim we adopted the survey method for collecting data via social media because only this
path way can help us to gather individuals’ opinions who live in th
e different parts in the
country. It is known phenomena that women leaders with intellectual potential influence on
the processes of HRM but there was unknown phenomena that which characteristics of
women leaders with intellectual potential affect to which
HRM’s processes.
Therefore, it is necessary to know how effectively women work in leadership positions,
and in order to analyze this here should be study the relationship with female leaders and
HRM in the organizations/entities.
We created our research objectives, research questions, and hypotheses on the based
on this research topic.
According to the research, the research objectives were formed in the following order:
-To identify the characteristics of women leaders that affect on HRM;
-To assess the impact of women leaders in managing human resources processes in the
organizations/entities.
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According to the research objectives, the research questions were formed in the
following order:
1. Do the characteristics of women leaders impact on HRM?
2. How women leaders affect in managing human resources processes in the
organizations/entities?
Based on the research objectives and the research questions we formed our research
hypotheses, and they include:
H
0
-There is no significant relationship between the characteristics of women leaders
and HR processes in the organizations/entities;
H
A
-There is a significant relationship between the characteristics of women leaders and
HR processes in the organizations/entities.
The main purpose for conducting this research is to assess the impact of women leaders
in HRM.
This research is based on the empirical study and it divided into five sections:
introduction, literature review, methodology, analysis and results, recommendations and
conclusion.
LITERATURE REVIEW
2.1. Empirical framework
Feminist leadership is ‘women with a feminist perspective and vision of social justice,
individually or collectively transforming themselves to use their power, resources and skill in
non-oppressive, inclusive structures and processes to mobilize others
–
especially other women
–
around a shared agenda of social, cultural, economic and political transformation for equality
and the realization of human rights for all.’ A
ccording to Batliwala (2010) there are three
common features of the feminist understanding of leadership: (i) a set of attributes and
behaviors, commonly including inclusiveness, collaboration, empowering and consensus-
building; (ii) recognition of, and re
ference to, power and politics ‘that are almost invisible in
mainstream definitions of leadership, even of feminine [i.e. women’s] leadership’; and (iii)
critical reflection of ‘feminist leaders own use of and practice of power when they occupy
leadership
positions’ (Batliwala, 2010).
Moore et al. (2005) conducted a self‐report survey through the male (n=328) and female
(n=222) managers, who had either a male or a female supervisor and found that subordinate
males and females reported higher levels of social support for the solution of problems related
to work, fewer conflicts between work and family, a higher level of skill, and lower levels of
depression when their leader/supervisor was a woman. The results show that there are some
small advantages associated with getting a female boss and operating in a more female-
dominated atmosphere for both men and women.
Botsjancic (2010) surveyed through the method questionnaire the role of emotional
intelligence in the performance of managers and identified that female managers have better
control over their emotions and are less sensitive to conflict or emotional situations than men,
although they are influenced by stronger feelings.
Zenger and Folkman (2019) investigated leadership skills both in men and women. As a
result of the analysis of thousands of 360-degree ratings, women were rated as outstanding in
showing initiative, resilience, the practice of self-development, the pursuit of results, and display
of high integrity and honesty. The value of this study is that researchers studied the link between
age and self-confidence among women. They have lower scores than men in the confidence
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rating, especially when they are less than 25 years. In 40 years, confidence ratings merge. Men
score just 8.5 percentile confidence points between the ages of 25 and 60. Women score 29
percentile points. According to those who work most closely with them, women make highly
qualified leaders, and what is holding them back is not a lack of ability, but a lack of opportunity.
Davis et al. (2010) analyzed gender differences in reactions to conflicts in workstations.
They found that all groups rated women as more active and constructive, and men as more
active destructive. Women are superior to men in avoidance and self-criticism. In terms of
hiding emotions, there was no difference between the genders.
Goodman et al. (2003) studied the variables that differentiate workplaces in which
women are in top management positions from those in which they do not and found that
women are more likely to hold senior management positions in companies where lower
management positions are held by women, have higher turnover, have lower average executive
salaries, pay more attention to employee development and promotion, and work in a non-
production area.
Garikipati and Kambhampati (2020) examined that if there is a significant and
systematic difference by gender of the national leader in the number of COVID-cases and deaths
in the first quarter of the pandemic. As well as, the researchers also examined differences in
policy responses by male vs. female leaders as plausible explanations for the differences in
outcomes. They use a specifically constructed dataset for 194 countries for their analysis.
Garikipati and Kambhampati (2020) found that COVID-outcomes are systematically and
significantly better in countries led by women and, to some extent, this may be explained by the
proactive policy responses they adopted. Even accounting for institutional context and other
controls, being female-led has provided countries with an advantage in the current crisis.
2.2. Theoretical framework
Human Resource Management is the process of recruiting, selecting, inducting
employees, providing orientation, imparting training and development, appraising the
performance of employees, deciding compensation and providing benefits, motivating
employees, maintaining proper relations with employees and their trade unions, ensuring
employees safety, welfare and healthy measures in compliance with labour laws of the land and
finally following the Orders / Judgements of the concern High Court and Supreme Court, if any
(Human Resource Management). The field consists of the various practices and associated
functions used to manage people in organizations. These practices have commonly been groups
into functional areas such as selection, training, appraisal and rewards, and staffing (Wright and
McMahan, 1992).
Human resource management process is a systematic process of managing people
working in the organization (
Anshika S, 2020
).
HRM process is a strategic approach which
helps the business or the organization to achieve the competitive advantage by maximizing
the performance of employees. It indirectly contributes achieving the goals of organization
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(HRM - Human Resource Management Process). According to Figure 1, HRM process
includes the following activities:
Figure 1. HRM process (source
http://www.whatishumanresource.com/
2.3.Conceptual framework
Figure 2. Conceptual framework
INDEPENDENT variable
WOMEN LEADERS’
CHARACTERISTICS
Responsibility
Strategic thinking
Initiative
Self-confidence
Stress resistance
Empathy
DEPENDENT variable
HRM PROCESSES
Recruiting and selection
Adaptation employees
Mentoring
Job analysis and design
Performance appraisal
Career planning and
development
CONTROL variables
Age
Gender
Education
Occupation (for all
respondents)
Occupation (for women
leaders),
Work experience of leader
women
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METHODOLOGY
3.1. Participants
This research’s population is women leaders/executives and employees of all
organizations and entities. The sampling technique of research is non-probability sampling
technique and its method is voluntary response sampling. The organizations and entities were
not separated to public and private organizations/entities, and men leaders and employees also
participated in this research. In addition, unemployed people were not engaged to this research
by researchers.
3.2. Procedure
Non-probability sampling technique and voluntary response sampling method were
chosen for research because online questionnaire was used for distributing to respondents via
social media such as Telegram, Facebook, Linkedin and etc. The online questionnaire was
created in Google Forms and its link was sent to respondents in unlimited quantities. And at the
same time, the participants were asked that distribute the online questionnaire to their contacts
and as a result 182 responses were gathered in this research. The size of respondents is 182
and it includes 44 (24,2 %) male and 138 (75,8%) female respectively. All respondents
participated in this research with optionally and unethical questions were not intended in
online questionnaire by researchers.
The research’s design is qualita
tive research design because of the research is based on
qualitative data which consisted of ordinal and nominal data. The qualitative research design’s
type is explanatory research design and research method is questionnaire method.
The research’s organiz
ation was accomplished in the following order:
- Sources were selected for creating a questionnaire;
- The questionnaire was posted on Google Forms and its link was distributed to
participants via social media;
- Results were collected and analyzed;
- Full research paper was prepared on the basis of results.
The purpose for conducting this research is:
- Assessing the impact of women leaders in HRM.
This research consists of three types of variables, independent variable, dependent
variable, and control variables:
-INDEPENDENT variable is women leadership characteristics;
-DEPENDENT variable is HRM processes;
-CONTROL variables: age, gender, education, occupation (for all respondents),
occupation (for women leaders), and work experience of leader women.
The researchers used both primary and secondary data in this research. The primary
data (based on results of this study) were collected via social media using an online
questionnaire, and the secondary data (relevant books, journals, papers, international
organizations’ survey results and etc.) were gathered via Google scholar and other web sites.
3.3. Measures
The research questionnaire consists of two parts, the first one is demographic part and
the second one is main part. The demographic part involves seven questions and its
measurement scales are both nominal and ordinal. And the main part involves two questions
and its measurement scale is nominal.
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3.4. Statistical Analysis
The statistical analysis tools were chosen based on questions measurement scales, the
types of collected data, and statements of research hypotheses. According to questions’
measurement scales, the statistical tools of this research were chosen in the Non-Parametric
equivalent. The following tests were used for determining this research’s results:
-Descriptive statistics for analyzing demographic and main part data;
-
Cronbach’s alpha f
or testing the reliability of research data;
-Spearman correlation for testing hypotheses.
All the above statistical analyses were calculated with the IBM SPSS Statistics.
ANALYSIS AND RESULTS
In the beginning of the results section in research paper we preferred to restate the
purpose of this research, it includes:
- Assessing the impact of women leaders in HRM;
We highlighted the descriptive statistics for all variables (independent, dependent, and
control variables), the Reliability and Hypotheses tests in the results section.
5.1.Descriptive statistics
Table 1. Statistics of control variables
Age
Gender education
What
is
your
position in
the
organizatio
n
/
enterprise?
What
position do
you hold in
the
organization
(for women
leaders
only)?
Your work
experience
as a leader
(for women
leaders
only)?
Your
leader
a
woman or
man?
N
Valid 182
182
182
182
64
53
182
Missed 0
0
0
0
118
129
0
Mean
2,5549 1,2418 3,3462
3,4231
2,0938
2,9434
1,5385
According to Table 1, it is clear that 182 respondents participated in this research
and 64 respondents are women with occupation in the senior management in the
organizations/entities, from them 53 women leaders responded about their work
experience as a leader.
Table 2. Respondents’ age
Frequen
cy
Percentag
es
Valid
percentage
Cumulative
percentage
Valid
18-25
25
13,7
13,7
13,7
26-35
76
41,8
41,8
55,5
36-45
43
23,6
23,6
79,1
46-55
31
17,0
17,0
96,2
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56
and
over
7
3,8
3,8
100,0
Total
182
100,0
100,0
Table 2 provides information about respondents age, we can see that most of the
participants in this research were between 26-35 years old, namely 76 (41,8%) and least
participants in this research were between 56 and over, namely 7 (3,8%).
Table 3. Respondents gender
In the Table 3 respondents gender was described, according to the table female
respondents are 138 (75,8%) and male respondents are 44 (24,2%).
Table 4. Respondents education
Frequency
Percentag
es
Valid
percentage
Cumulative
percentage
Valid
College degree 7
3,8
3,8
3,8
Undergraduate
student
1
,5
,5
4,4
Bachelor
degree
99
54,4
54,4
58,8
Master degree 73
40,1
40,1
98,9
Doctorant
student
1
,5
,5
99,5
Doctor
of
science
1
,5
,5
100,0
Total
182
100,0
100,0
We can see from the Table 4 the education level of respondents, according to data
99 (54,4%) respondents received bachelor degree and 73 (40,1%) respondents of master
degree.
Table 5. What is your position in the organization / enterprise?
Frequen
cy
Percentag
es
Valid
percentage
Cumulative
percentage
Valid
Leader/Executive 16
8,8
8,8
8,8
Deputy executive 20
11,0
11,0
19,8
Head department 25
13,7
13,7
33,5
Frequen
cy
Percentag
es
Valid
percentage
Cumulative
percentage
Valid
Female 138
75,8
75,8
75,8
Male
44
24,2
24,2
100,0
Total
182
100,0
100,0
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Department
specialist
113
62,1
62,1
95,6
Others
8
4,4
4,4
100,0
Total
182
100,0
100,0
As it may be seen from the Table 5 that the most respondents are department
specialists, their index is 113 (62,1%), remaining respondents: leader/executives, deputy
executives, and head of departments are 16 (8,8%), 20 (11%), and 25 (13,7) respectively.
Table 6. What position do you hold in the organization (for women leaders only)?
Frequen
cy
Percentag
es
Valid
percentage
Cumulative
percentage
Valid
Leader/Executi
ve
19
10,4
29,7
29,7
Deputy
executive
20
11,0
31,3
60,9
Head
department
25
13,7
39,1
100,0
Total
64
35,2
100,0
Missed
118
64,8
Total
182
100,0
The Table 6 presents data that women leaders’ occupation in the
organizations/entities, according to table 64 (35,2%) women leaders completed this
question and for this reason 118 responses were missed.
Table 7. Your work experience as a leader (for women leaders only)?
Frequen
cy
Percentag
es
Valid
percentage
Cumulative
percentage
Valid
Less than 1
year
4
2,2
7,5
7,5
1-3 years
19
10,4
35,8
43,4
3-5 years
6
3,3
11,3
54,7
5 years and
over
24
13,2
45,3
100,0
Total
53
29,1
100,0
Missed
129
70,9
Total
182
100,0
The Table 7 clearly showed that 53 respondents answered to this question,
according to data 24 women leaders have 5 years and over experience, 19 women leaders
have 1-3 years of experience, remaining participants have 3-5 years and less than 1 year
of experience.
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Table 8. Your leader a woman or man?
Frequen
cy
Percentag
es
Valid
percentage
Cumulative
percentage
Valid
Woman 84
46,2
46,2
46,2
Man
98
53,8
53,8
100,0
Total
182
100,0
100,0
As it is evident from the Table 8 that 84
respondents’ leader is women and 98
respondents’ leader is man in the organizations/entities.
Table 9. Women leadership characteristics
Frequen
cy
Percentag
es
Valid
percentage
Cumulative
percentage
Valid
Responsibility 46
25,3
25,3
25,3
Strategic
thinking
36
19,8
19,8
45,1
Initiative
10
5,5
5,5
50,5
Self-confidence 44
24,2
24,2
74,7
Stress
resistance
14
7,7
7,7
82,4
Empathy
32
17,6
17,6
100,0
Total
182
100,0
100,0
In this Table 9 women leadership characteristics were highlighted which affects
HRM in the organizations/entities. According to this data we may know that women
leaders’ main characteristics are responsibility
-46 (25,3%), self-confidence-44 (24,2),
strategic thinking-36 (19,8%), and empathy-32 (17,6%).
Figure 3. Women leadership characteristics
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According to the Figure 3, we know that the characteristics of “initiative” and “stress
resistance” are less important for women leaders according to
respondents.
Table 10. HRM processes
Frequen
cy
Percentag
es
Valid
percentage
Cumulative
percentage
Valid
Recruiting
and
selection
39
21,4
21,4
21,4
Adaptation
employees
23
12,6
12,6
34,1
Mentoring
32
17,6
17,6
51,6
Job
analysis
and
design
23
12,6
12,6
64,3
Performance
appraisal
34
18,7
18,7
83,0
Career planning and
development
31
17,0
17,0
100,0
Total
182
100,0
100,0
Table 10 showed about HRM processes are the most active in the
organizations/entities as a result of impact of women leadership characteristics.
According to this table the most active HRM processes are recruiting-39 (21,4%),
performance appraisal-34 (18,7), mentoring-32 (17,6), and career planning and
development-31 (17%).
Figure 4. HRM processes
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Figure 4 described that adaptation employees and job analysis and design are less
important for women leaders according to respondents who responded in this research.
5.2.Reliability test
Table 11. Reliability statistics
Chronbach’s
Alpha
N
,983
2
The Table 11 clearly showed about the research’s reliability and according to the
test the reliability of research is r=0.98. The Reliability test result is denoted by the letter
r
and represented in the range from 0 to 1. According to range, if r = 0 it does not show
reliability and if r = 1 it shows perfect reliability. So, this research’s reliability is excellent.
5.3.Testing hypotheses
Table 12. Spearman correlation result for the significant relationship between
women leadership characteristics and HR processes in the organizations/entities
women_lead
ership_chara
cteristics
hrm_process
es
Spearman
women_leadership_ch
aracteristics
Correlation coefficient 1,000
,972
**
Sig. ( 2-tailed)
.
,000
N
182
182
hrm_processes
Correlation coefficient ,972
**
1,000
Sig. ( 2-tailed)
,000
.
N
182
182
**. Correlation is significant at the 0,01 level (2-tailed).
Table 12 represents the relationship between independent and dependent variables
in this research. Spearman correlation is denoted by
r
s
and this research’s
r
s
=0.97 which
means the relationship between variables is a very strong correlation. The probability
value “p
-
value” is 0,000 and this p
-value less than 0,01. Less than 0,01 p-value, namely
p<1% means that there is very strong evidence for rejecting H
0.
If H
0
is wrong, that the data
are statistically significant and that independent and dependent variables showed a true
relationship (Fig.5).
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Figure 5. A scatter plot of independent and dependent variables
CONCLUSION AND RECOMMENDATIONS
Women leaders own significant leadership characteristics and their qualities play
an important role in the management of organizations/entities. Human resources are the
main asset that provides survives of the organizations/entities. Our aim was to identify
and assess the impact of women leadership characteristics on HRM. According to research
topic and research objectives two research questions were formed for this research and
they include:
1.Do the characteristics of women leaders impact on HRM?
2.How women leaders affect in managing human resources processes in the
organizations/entities?
We conclude the following findings for both research questions in the research that
the characteristics of women leaders impact on human resources management, such as
responsibility, self-confidence, strategic thinking, and empathy. These four women
leadership characteristics are strongly positive correlate with human resources
management processes, such as recruiting, performance appraisal, mentoring, and career
planning and development. The characteristics of responsibility and self-confidence of
women leaders together play a major role in the successful and effective organization of
recruitment and performance appraisal processes in the organizations or enterprises
which they lead. Both the recruitment and performance appraisal processes do not include
only one element, on the contrary, these processes consist of several human resources
activities, such as identifying, attracting, interviewing, selecting, hiring, promotion, career
development employees and others. There should be noted that the recruitment process
is involved in the human resource planning. The HR planning is a process that ensures the
right number and kinds of people at the right place at the right time. So, the characteristics
of responsibility and self-confidence influence positively to the recruitment process which
participates in building an organization’s human capital.
Based on the results of this study, we consider the following recommendations to be
appropriate, they include:
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-Independent study of modern knowledge on human resource management and
human capital by women leaders and organization of regular training sessions for HR staff
in the organizations/entities. In this process, women leaders will have additional
leadership qualities and characteristics.
- Participation in international and local conferences, training seminars in the field
of modern and strategic human resource management which are organized by
governmental and non-governmental organizations. As a result, women leaders will have
the opportunity to master many processes of human resource management that are
unfamiliar to them.
The future research should be conducted by linking each the characteristics or
qualities of women leaders to individual human resource management activities or tasks.
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