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The presence of top women leaders can have a positive influence on the emergence of other women leaders in top and middle-management positions. [2] Top women leaders tend to create more female-friendly cultures and supportive human resource policies, and can serve as positive role models for aspiring women leaders. [2]
Tatsuuma Kiyo (1809–1900), leading role at the Hakushika sake brewing company; Sadako Ogata (1927–2019), international political leader, widely known as the first woman to be appointed as head of the UNHCR (1990-2000) Fumiko Hayashi (born 1946), businessperson and politician, former president of BMW Tokyo, CEO of Daiei Inc., and Mayor of ...
The longest serving female non-royal head of government and longest serving female leader of a country is Sheikh Hasina. She is the longest serving prime minister in the history of Bangladesh, having served for a combined total of 21 years, 73 days. Until her ouster in 2024, she was the world's longest serving elected female head of government.
This year marks the 100th anniversary of the passage of the 19th amendment, a major milestone in the fight for gender-based equality. Successive movements — like Womanism, which arose to account ...
The following is a list of women who have been elected or appointed head of state or government of their respective countries since the interwar period (1918–1939). The first list includes female presidents who are heads of state and may also be heads of government, as well as female heads of government who are not concurrently head of state, such as prime ministers.
However, in a study conducted by Shelby et al. (2010), [13] female leadership advantage was investigated by specifying contextual factors that moderate the likelihood that such an advantage would emerge. These authors considered if female gender role and the leader role were incongruent and led to a disadvantage or if instead, an advantage.
Women make up less than 5% of CEOs at Fortune 500 companies, hold less than 25% of management roles, and just less than 19% of board roles globally.” [35] While CEOs of companies are working toward creating more female employees as leaders, the root of the problem is often not addressed. Discrepancies often occur between qualities of leaders ...
Samoa continues to value the leadership roles of women and third gender people. There is no restriction on the transfer of chiefly titles to women or fa'afafine, and there is a substantial list of past and present faʻafafine chiefs. [10] The history of faʻafafine is difficult to trace.