Gender Bias in Business Leadership

Chapter One

1.0 Introduction

Despite the great strides in development and appreciation of human life and existence all across humanity, the gender wars still persist and greatly impact women from different areas all across the globe. women have increasingly been successful than their male counterparts in multiple arrays of disciplines including Leadership, Science and technology, Arts and Culture, sports and basically all walks of life, repeatedly confirming the saying ‘What a man Can do, a woman can do better.’ (Grimsley, 2018). However, due to in trenched gender biasness and social seclusions and vices within different societies and communities all across the globe, as will be discussed in this research study, women have been denied a wide range of opportunities they deserved and faced multiple unwarranted challenges that has subsequently taunted their overall growth and success as capable humans. Challenges such as discrimination and prejudice against women (Conner, 2013), lack of, or limited opportunities in form of glass ceilings in organization management and generally a lack of belief in their potential as able and willing leaders continue to limit the levels of success that can be achieved by women all across different fronts. While these challenges are less serious and generally lesser in different countries due to leadership, political, economical and social advancements, in other countries women are still second class citizens and considered property (Marr, 2017). This renders them absolutely incapable of growth or success of any kind. This research sets out to highlight the difference in the business environment of two different countries Ghana and UK, in terms of opportunities and challenges that woman in business leadership roles experience through a comparative study. Eventually, we should be able to highlight whether or not the UK has a better business environment compared to Ghana through an analysis of different success story, case studies of women from both the UK and Ghana. And in so doing recommendations of how a business environment can be improved and achieved should be the outcome that will be useful to a wide range of developing countries.

1.1 Background of the Study

In being able to fully understand the opportunities and challenges that women face in business leadership it is essential to first dissect the business environment and highlight some of the factors that inform and enhance a good business environment as well as the risks and challenges that are to be expected. Killen (2012) defines a business environment as a combination of internal, external and far external factors that impact the conduction of business within a specific location. It is a dynamic environment that has a direct influence in how businesses operate and whether or not they achieve their goals (Bahler, 2017). The internal environment includes the skills and knowledge possessed by entrepreneurs, (or simply entrepreneurship), Management skills, employees or personnel as well as the end consumers or customers. The external environment include: the political, economic, demographical, technological, global, competitive and social environment (Hess, 2017). All these factors are critical to the eventual performance of a business and success of the leadership in the achievement of their intended visions. Grimsley (2018) points out that as much as they could be opportunities with which to further achieve business success, they all present general challenges that a business must also deal with to be successful within its respective environment. As such the skill sets of an effective and successful leader regardless of their gender should include the capability of managing all these elements and angles of the business environment and still be able to make profit.

While leadership itself is a critical skill required for eventual business success, a wide range of other factors can be tied to the success of business leadership. The Centre for Creative Leadership CCL (2018) puts up a 13 item list of factors for successful business leadership to include: Self Awareness, Effective communication, influence, learning agility, working across boundaries, strategic thinking, visionary, results awareness, engagement, and innovation, entrepreneurial, global leadership, enterprising and approachable. These also double up as leadership qualities and characteristics that are essential for business success within the current dynamic business environment. However, while numerous business leaders have demonstrated these qualities time and again on different platforms and levels of business management, very few business people have actually come out as successful within their business areas (Bahler, 2017). While some may attribute this to an extensive connection network within the business market, or sometimes simply just luck and being rightly positioned at the right time, strategic thinking and all the other aforementioned characteristics and factors all play a role at one point or another in mitigating risks or overcoming challenges through their journey to success in the industry (Grimsley, 2018). Marr (2017) asserts that for eventual business success then, the business as well as the management and leadership should be able to successfully and skillfully overcome challenges that will time and again pop up to test the stability and growth of the business.Marr (2017) outlines that in the current dynamic business environment, challenges are guaranteed to emerge and provide tests for the growth and resilience of a business. For instance, within the time period of a single generation, businesses have had to entirely adapt to new business systems including new online markets, new marketing techniques, new and complex technology, new and different market in terms of taste and preference due to extended exposure, as well as new competition not only in the local or national, but on a global stage (Forbes, 2018). All of these provide general challenges to the growth and development of a business.Conner (2013) a Forbes entrepreneurship column writer highlight general and greatest challenges that all businesses are bound to face including: Marketing and customer loyalty, Uncertainty, regulations, management challenges, financial challenges as well as social challenges. While these equally and effectively apply to all business leaders across all disciplines, when it comes to women these opportunities are quite limited while the challenges tend to be increased. Brown (2017) points out that in America, 87% of executive roles and 95% of CEO positions are held by men. In the UK, the number of women holding the most senior jobs in boardrooms of Britain’s biggest companies recorded a drop in 2018 down to 6.4% from 9.7% where it has been flat lined in the previous four years (Kollewe, 2019). This is based on an analysis from Cranfield University as part of their 20th FTSE Women on boards report. The report based on the FTSE 250 boards and static numbers at the FTSE 100 companies. Figure 1.2 highlights the number of women holding senior jobs in the boardrooms of Britain’s biggest companies by percentage between 2014 and 2018.

A report by McKinsley Women Matter (2016) as cited by Eve (2017), points out that only 5% of CEO and less that 3% of executive roles are held by women. These statistics highlight a status quo when it comes to business leadership positions and women. Women are generally less in numbers of business leadership positions all across the globe which makes it extra ordinary for any woman regardless of their location or country to be able to defy the odds and be successful in the field. Eve (2017) points out that among the reasons for the embarrassingly low numbers of women in leadership positions all across the globe include: fewer growth and promotion opportunities handed towomen which translate to the low numbers in senior positions. Scholars all across different disciplines including (Eve, 2018; Taylor, 2015; Adley, 2019; Davis, 2018; Brown, 2017) agree that this is firmly due to the social status quo of the patriarchal world where female gender is inferior to the male gender. Studies highlighted by Jaffe (2018) confirm that while in persuasion of education both men and women have equal ambitions towards the development of a successful professional career and roughly equal levels and opportunities of achievement. However as they move into their actual work careers women generally begin to experience more challenges that build up to even more exponentials problems as they advance forth with their careers. For instance Power (2017) highlights that women are generally paid less than their male counterparts for an equal quantity of work done, are blocked from ascending to higher levels of leadership, and are sometimes outright discriminated against despite being fully qualified for various positions. This has the effect of eventually killing their ambitions and thus opting out of the competition for top spots on business leaderships (Jafe, 2018). These highlight some of the challenges that women uniquely face in the business environment that effectively prevent the increase in their numbers. While a wide number of women have also impacted themselves through development of their own businesses and programs these numbers are still significantly low compared to their male counterparts all across the globe. Statistics highlighted by Brown (2017); Kollewe (2019) and Eve (2018) point out that despite all being low, a significant variance in the number of leadership roles afforded to women within the UK, and in Africa exist. This study aims to outline these differences through a study of the opportunities and challenges facing women in business leadership roles in Ghana through a comparative analysis with the UK.

1.2Research Problem

While it is undoubtedly clear the difference and biasness so to say, in leadership roles between men and women all across the world, some regions and countries highlights a high number of women leaders than others. Kollewe (2016) points out that woman occupy less than a quarter of the board positions within the UK which is the countries target. However while the UK has up to 23.2% of women in board seats, ranking them at position 12 in the European economies, this is still a long way from the leader, Norway which has 38.7% of board positions filled by women and still shy of their 40% target (Kollewe, 2016). While this is still bad, it is considerably better than countries within Africa. Ghana for instance as highlighted by Oyaro (2018), ranks second in the entire continent, but with only 17.7% of the board positions being filled by women after Kenya with 19.8% showing a much lower level of female business leadership success within African countries as compared to European countries such as the UK. A research highlighted by the Catalyst (2019) however highlights that the share of women in senior roles globally is increasing incrementally, recording a 29% share for senior management roles held by women all across the world in 2019, the highest number ever recorded. While different portions of women leadership roles in business differ by role, for instance 43% of the human resource directors are women compared to 17% of sales directors and 16% of chief information officers (Jaffe, 2018), the portion also significantly differs by region. Table 4.1 highlights the distribution of women in senior business leadership by region

This highlights a much higher percentage of women business leaders in Europe as compared to Africa. However what is the reason for this difference in number?Are there different challenges faced in Africa that are unique in terms of business management and success as compared to Europe? Or is it that UK for instance offers more opportunities for women as compared to Ghana and other African countries? Could the significant disparity in the numbers be as a result of personal characteristics, Education and skills required for leadership which more women in the UK posses as compared to women in Ghana? This research study aims to fill this gap in the literature through highlight the differences in the business environment between Ghana and UK with regards to the ability for women to occupy top business leadership positions through a comparative analysis. In being able to achieve the aim of the study the research will investigate the opportunities and challenges facing women in business leadership roles in Ghana and UK and comparing them in order to highlight the favorable factors that UK possess in consistency with their high numbers for women in leadership roles as compared to Ghana. This should be able to fill the Gap in the literature through highlighting the economic difference between developing economies in Africa and developed economies within the UK, especially for women business leaders.

1.3 Research Aims and Objectives

1.3.1 Research Aim

The study aims to evaluate the difference in the business environment of UK and Ghana through a comparative analysis of the opportunities and challenges facing women in leadership roles within these countries. This should provide significant insights into some of the existent favorable conditions for women business leadership development in UK what can then be replicated in Ghana as well as other developing countries for an equal representation of women within a successful economy. The research will also highlight some of the unique challenges that women in Ghana and the rest of the African countries face that limit their rise to top business leadership positions.

1.3.2 Research Objectives

In being able to achieve the intended aim of the study the research was broken down into specific objectives that can be highlighted in the literature review as well as critically analyzed in the comparative analysis. These objectives include:

To evaluate the different characteristics exhibited by women involved in business leadership

To examine the contextual influences of business in Ghana and UK and the general business environment

To determine the potential benefits and opportunities that the respective business environments offers women leaders

To evaluate the internal and external challenges faced by women in business leadership in Ghana and UK

To highlight the differences in the business environment in Ghana and UK that impact women leadership?

1.3.3 Research Questions

What are some of the different characteristics exhibited by women involved in business leadership?

What are the contextual influences of business in Ghanaand UK and how does the general business environment look like?

What are the potential benefits and opportunities available in the respective business environments for women leaders?

What are the internal and external challenges that are faced by women in business leadership within Ghana and UK?

What differences exist between the business environment in Ghana and UK that impact women leadership?

1.4 Scope of the Study

The study aims to evaluate the opportunities and challenges related to leadership among women in the Ghanaian business environment through a comparative analysis of Ghana and the UK. As such the scope of the study will involve an evaluation of two different economies and the factors within these economies that impact women business leadership. This is an attempt to identify toxic as well as beneficial features of the business environment with relation to women growth development and leadership. The study will involve data collection from case studies among different successful women in Ghana and UK. A thematic analysis of different opportunities and challenges among successful women business leaders in the Ghana and in the UK will help identify the most common opportunities and challenges influencing women leadership within these different economies after which they will be comparatively analyzed to highlight beneficial factors within the economies that impact women leadership positively as well as those with negative impacts.

1.5 Justification of the Study

A wide range of academic and social studies have been conducted with regards to the inequalities when it comes to business opportunities between men and women all across the globe as well as the theoretical evaluation of the different reasons for this disparity. For instance, Taylor (2015) suggests a gender gap in academia as the major cause while Eve (2018) highlight possible discrimination and prejudice. Nkomo and Ngambi (2009), Kollewe (2016), Oyaro (2018) and brown (2017) all have studies on ways of improving women equality in terms of representation in the business environment. However these studies have been for specific locations and also for overall global figures on women leadership. In addition, very limited research exists on women business leadership in Africa and specifically Ghana. This study is meant to highlight the differences that exist between the business environment in the UK a developed country and Ghana developing countries especially with a focus on opportunities and challenges that impact women leaders within these two economies. The study should be able to highlight why UK and a wide variety of other developed countries have a higher number of women occupying business leadership positions as compared to Ghana and other developing African Countries. In so doing the beneficial qualities of these market as well as strategies adopted by the UK women entrepreneurs can impact Ghanaian economies and women entrepreneurs in being able to further advance the global goal of sustainability and gender equality when it comes to business opportunities.

1.6 Limitations of the Study

Given the restricted timeline available for the conduction of the academic research and in consideration of matters of reliability and validity of information, the researcher adopted a qualitative study with case studies as a source of primary data for the comparative analysis. Rather than collecting data from a sample of these successful women business leaders within the UK and Ghana regarding the opportunities and challenges that they have had and had to go through respectively, and comparing them for an effective comparative study, the research used their available case studies as sources of primary data. Different opportunities and challenges that the chosen women leaders in Ghana as well as in the UK have gone through based on case studies and autobiographical interviews from different internet and news journals as well as Linked in profiles on their success journeys were sampled and analyzed with thematic analysis to develop the major opportunities and challenges in terms of common themes. These common opportunities and challenges are then compared for UK and Ghana for the research findings.

Chapter Two Literature Review

2.0 Introduction

The inequality between men and women when it comes to business opportunities has already been over emphasized and highlighted by a wide range of different research studies along with the potential causes of this disparity, however not much has been analyzed in terms of the difference in opportunities and challenges that women in different regions and locations face especially with regards to leadership and career advancement. Statistics highlight a significant difference between the percentages of women in leadership positions in the UK and in Ghana, however not much literature exists on why this disparity exists. The literature review will indulge a content analysis of the available literature with relation to different leadership characteristics as well as economical setup and frameworks that impact women leadership. In addition the review looks at the different characteristics that impact a difference in the opportunities and challenges faced by women in different regions.

2.1 Leadership

While a wide range of definitions can fit the term Leader depending on the context that is being studied, in general a leader refers to an individual who builds a vision and sets a direction for others towards the development and delivery of anything new (Fries, 2018). Kruse (2013) defines leadership as a process of social influence which enables the maximization of efforts of others towards the achievement of a specific goal. It is the art or the ability of motivating and influencing individuals to work towards an achievement of a common goal (Ward, 2019). Often leaders are the vision bearers of an organization and the more effective and efficient a leader is towards strategically achieving their intended mission the more successful the organization is likely to be. According to Ulrich and Smallwood (2012) different individuals with different cultural backgrounds, different genders or races can all be leaders and also vary in their conception and expectations of leadership. This is further due to the largely accepted western and individualistic perspectives of leadership that have been extensively adopted in West African countries and African countries as a whole including Ghana. These stereotypical perspectives of leadership effectively limit the acceptance of Variety that would have more women occupy leadership positions to meet the set threshold of 25% (Oyaro, 2018).

2.1.1 Characteristics of Effective Business Leaders

Fries (2018) advances that most business organizations and companies collapse due to a lack of effective and proper leadership, She highlights that an effective leader ought to have specific essential characteristics including Sincere enthusiasm towards the achievement of their vision, integrity, effective communication skills, Loyalty, decisiveness, managerial competence and specifically for women leaders charisma and empowerment are also crucial traits for effective leadership. Leadership however involves more than just showing direction to one’s organization or personnel, Yao and Yazdanifard (2015) points out that leadership affects other factors of success such as fostering the organization culture, trust and a clear vision to be followed for defined success. While these characteristics of leadership are general for all leaders within all disciplines, most of them are not quote enough for female business leaders as the business set up is designed to hold them back from success. Walter (2017) points out that while it remains indefinite whether or not leadership traits differ or need to differ between men and women, it is quite clear that women in executive positions often face more scrutiny and difficult hurdles and challenges as compared to their male counterparts towards the journey of becoming CEO. Lowen (2019) points out that while the society and specifically the business community is well aware of what it takes to make successful women they are still denied equal opportunities. Forbes (2018) emphasizes that ‘…in being able to create an environment for the achievement of these characteristics and traits women should be granted access to the right jobs and right mentors and coaches who not only help accelerate their progress and encourage them to take ownership of their own career, but also believe in them and their ability to make good business leaders. Some of the essential characteristics for women leaders as highlighted by Walter (2017); Lowen (2019), Forbes (2017) and Hassan (2017) include: Empowerment and Self-belief, Perseverance, Confidence, and Ability to Nurture, Visionary and Tenacity. Lowen (2019) highlights that an unshakable belief in oneself in the sense that they can be able to forge a culture of their own which is not questioned or demoralized by anyone defines empowerment and self-belief and is a trait that every successful woman exhibits. This is important to enhance the belief of others in them as well which impacts their performance and growth. Hassan and Walter (2017) both agree that perseverance is another key characteristic of women leaders. Being an effective leader involves the capability of being able to persevere through the challenges and risks that draws one back, this attitude then influences the followers to also step up and impact the eventual performance of the business. Being confident and being able to inspire confidence in others that you work with towards the goal or objective they work towards is critical in being an effective business leader and certainly a requirement for successful women business leaders (Ward, 2019). Another important characteristic of women business leaders is the Ability to Nurture new and fresh minds and talent to be able to effectively impact the business and organization change as the business grows. Chuang (2013) points out that while a nurturing spirit is often confused with being lackadaisical or a general inability to hold people accountable for their actions, it has a sense of fairness and justice which can be one of the strongest traits alongside intuition for women leadership and enhance success in the business market. Further Chuang (2013) emphasizes that this is crucial especially when the leader is visionary and can chart a way for her personnel to follow through. Being visionary enables effective solution of problems and any risk thereby ensuring the business or organization is on track towards the achievement of their desired goals. Forbes (2017) highlights that Woman leaders face a wide range of specific challenges that their male counterparts do not have to deal with. For instance women are family oriented and events such as pregnancy in addition to taking up much of their time, also impact the image associated with the organization in which they are leaders. While these extra responsibilities are often deemed as justification for sidelining women from business leadership roles, women leaders often take advantage of these moments to exhibit tenacity, another crucial characteristic of successful business women, through displaying the ability to be leaders in different life facets (Hassan, 2017).

2.2 Business Environment

In general women leaders face a wide range of challenges compared to their male counterparts due to the business environment setting. In addition these challenges may be significantly different and either more or less in different countries and locations due to the environment that has been enhanced both internally by the business owners themselves as well as the external factors that impact businesses including social, demographic and political factors. According to Bahler (2017) a busness environment involves a dynamic environment that has a direct influence in how businesses operate and whether or not they achieve their goals, Killen (2012) premises a business environment as a combination of internal, external and far external factors that impact the conduction of business within a specific location. While these factors may be the same for different economies all across the world and definitely similar to the global economy itself they are highly differentiated in different locations based on the social, economic and political make up of independent states all across the globe (LaMarco, 2018). These varieties impact the different opportunities and challenges that women in business leadership face in these different countries.

2.2.1 Components of a Business environment

A business environment has internal and external components that regulate and influence the way individuals and organizations conduct business activities in the respective location, whether, city, country or even on a global scale (Bahler, 2017). While the internal environment basically involves the entrepreneur and their ability to put together resources to run a business, the external environment is virtually uncontrollable from the internal environment. Bhasin (2019) highlight that the business external environment is composed of various organizations, institutions as well as other forces which operate beyond the control of the organization and are purposeful to regulate business activities in a bid to protect all stakeholders within the business and for enhancing fair competition among different players.

2.2.1.1 The Internal Environment

These include in addition to the entrepreneur, other business physical assets, human resource, technological supports, marketing and financial resources, management as well as customers consumers and other stakeholders (Bhasin, 2019). LaMarco (2018) points out that while technical knowledge is significant in being able to develop the production process, human resource is a critical factor given the need for managerial and strategic decision making which are critical for success. Leadership qualities and abilities that are possessed by individual including women fall under this category of the business environment. Being able to skillfully develop an effective personnel and managerial framework through nurturing abilities defines a standout successful women business leader. Business leadership and the ability for women in Ghana to be effective leaders in the business field is all about having effective characteristics to be able to assemble resources and develop a successful vision. In most cases self-belief, confidence, vision and empowerment impacts the development of a healthy and effective internal business environment (Thompson, 2018), however most challenges and laybacks come in due to the external environment that is beyond the control of the leaders and the internal environment.

2.2.1.2 The External Environment

The external business environment is comprised of factors outside the business organization. These include organizations and institutions that engage in the protection of business rights as well as in the regulation of the business activities (Ward, 2019). The external environment also includes competitors as well as the environmental factors that businesses should be wary off especially in the current business environment that is focused on sustainability. Highlights that the external environment comprises of seven distinct institutions: the political, economic, demographical, technological, global, competitive and social environment all of which distinctly and collectively impact the business organization and thus its leadership which impact the opportunities and challenges that women have in leadership positions. According to Hess (2017) the social environment is involved with how the general impact that the public and community including consumers and household have on the business. These are concerns such as health issues of the community that the business should be responsible of ensuring. The legal environment involves the various legislations and laws that govern the various business processes and activities as well as the governing bodies that enforce the adherence to these legislations to ensure businesses are responsible for all their indulgences and that they do not commit fraud or impact the public negatively (Riley, 2017). Sherman (2019) highlights that the political environment involves the different policies that may be enacted by the government leading to a possible impact in the business environment, for instance policies to subsidized residential developments in order to impact residential growth could impact the different businesses connected to construction work within a country leading to increased opportunities. Technological environment is evident by the current rapid development of the internet and technological products that enhance the process of business conduction. These include new marketing and sales platforms in e-commerce sites and social media which significantly impact the business market (Sherman, 2019). Global environment especially due to the development of the internet and information technology which enhances communication across the globe and therefore impact a global market According to (Hess, 2017) this impact business in two ways including: expanding the market beyond the boundaries of a specific country and also increasing competition to the global level. Economic factors of the external environment on the other hand is involved with how the economy affects a business in terms of taxation, government spending, general demand, exchange rates, bank interest rates, and other national and global economic factors (Riley, 2018). Demographic factors on the other hand include different characteristics of the businesses market including the age, sex, marital status, occupation and family size of the population. These normally impact the behavior taste and preference of a population which in turn impact the business development in terms of change and adaptation.

2.3 Business Environment in UK

Lopez (2011) summarizes that currently, the UK is the world’s Fifth-largest economy and one of the world’s top ten manufacturers (six of the world’s top ten vehicle makers are based in the UK). In addition the UK economy is also the world’s second-largest services exporter second to the U.S. and the world’s sixth- largest trading nation. Given that a wide number of multinational companies have their headquarters in UK compared to France and Germany, UK also remains the most attractive place in Europe for a European headquarters which significantly also impacts its economy increasing its potential for new opportunities which impact the chances of women leaders (CCBJ, 2011). According to David (2018) The UK is the easiest place to set up and run a business in Europe he cites the World Bank reports that points out it takes just 13 days to set up a business in the UK, compared to the OECD average of 15 days. This not only ranks the UK first in Europe but also highlights how favorable the economic and political environment are within the UK.UK is also fourth in the world for ease of doing business and in addition the business policies within the country include a cut on corporate tax rates to the lowest highlighting a favorable economy for business development and prosperity

2.3.1 Political Environment

Despite Exit from Brexit and all the political turmoil that it has caused in the stability and operations of business, political stability is a great strength within UK which enhances the ease of business conduction (David, 2018). Rahman (2019) highlights that the political stability in the UK has over the years made it a popular location for Foreign Direct Investment (FDI) attracting tycoons and rich investors from all across the globe. The reduction of the corporate tax rate from 19% to 17% (Gov.UK, 2018) in addition highlights the stability of the economy and political policies.

2.3.2 Social Environment

The UK has a big consumer market. According to the data released in July 2017 by the Office for National Statistics, the population of the UK was 65.6 million in 2016 (David, 2018) while the country has historically been influenced by the concept of social class, the population is currently multicultural and more open to unique developments rather than the traditional beliefs. This opens the door for increased women leadership in the business environment given the tolerance by the social environment (Carter and Shaw, 2006).Rahman (2019) further points out that over the years, companies have developed a variety of new products and markets to cater for the needs of different races and religions and social classes making it easier to challenge the status quo within the UK economy.

2.3.3 Economic Environment

According to the World Bank (2017), the UK is the fifth largest economy in the world by nominal GDP, with a corporate tax rates charged on businesses at 17% which is significantly lower than most of the other countries in the OECD which have it at 19% (Lopez, 2011). Despite the plunge of the sterling pound to its lowest against the dollar following Brexit the country has been able to recover its economic stability still placing it among the easiest place to set up and run a business in Europe (CCBJ, 2011). This is an effective environment to impact growth and development of Women leaders.

2.3.4 Technological Environment

UK is one of the most technologically advanced countries in the world. David (2018) identifies London as the great hub for both financial and technological institutions In Europe. Businesses are frequently developing new technologies to offer the best solutions for their customers and for the public, including technological enhancements on business activities and products to impact business efficiency. The advanced technological infrastructure offers entrepreneurs unlimited opportunities to do business in the UK and thereby significantly increase the opportunities for women in the country to be involved in business (BBC, 2017). In addition the technology sector in the UK is a major contributor to the UK economy. A lot of investment and talent are coming into the sector. McGoogan, (2017) highlights that the UK economy has been able to attract £28bn in technology investment since 2011, compared to £11bn in France and £9.3bn in Germany highlighting it as a better economy in the region.

2.3.5 Legal Environment

The country has a wide range of legislations and laws to not only protect businesses from unhealthy competition, but also to safe keep the rights of minority groups in the business environment such as Women (Brown, 2017) some of these include Common Law, Health and Safety as well as local labor laws. The countries threshold for women representation in top executive positions is at 25% despite only 23% of these positions being occupied by women currently (Kollewe, 2019). In addition The Employment Act 1996 protects rights of employees. Maternity and paternity leave, minimum wage, holiday pay, sick pay, and some other rights are also legally protected thereby affording women lesser challenges when it comes to their inspirations for top management positions (David, 2018). Also, the Equality Act 2010 protects people from any discrimination making is it a suitable environment for women to also prosper in their pursuits.

2.3.6 Environmental factors

The UK has made significant improvements in reducing the negative impact of the business activities to the environment. According to Bush (2016) the government, local councils, newspapers, charities and other many institutions including business institutions have taken a variety of initiatives to create environmental awareness and reduce the negative impact of economic growth on the environment.UK also has environmental restriction placed by the government which limit environmental exploitation (CIPD, 2018).

2.4 Business Environment in Ghana

According to the World Bank (2019) Ghana’s Annual GDP is 47.33 billion U.S. dollars making it the 13th highest in the whole of sub-Saharan Africa. Further the country’s economic growth accelerated to 8.1% in 2017 driven by the mining and oil sectors making it potentially the second fastest growing economy in Africa trailing Ethiopia (Alagidede, Baah-boateng and Nketiah-Amponsah, 2013). According to Frohlich (2019) contrary to public and popular opinion Ghanas economic growth can not only be attributed to oil, rather the non-oil sectors including Agriculture, Manufacture and service industries and is in fact set to be the fastes rising economy in the near future. Ghana enjoys a stable multi party and democratic political system according to Obiorah (2018) which is open to investment and business development given the rapid economic growth in the recent past the country has also developed effective infrastructural networks which enables business conduction easier thereby giving opportunity for development of business all across the country. Based on a report by the Pwcgroup,com (2018 )Ghana has recently embarked on an ambitious but achievable reform program to improve the investment climate for both local and international investors an effort that has paid off tremendously with Ghana being ranked the best place for doing business in West Africa, ahead of Nigeria and Cote d’Ivoire. The 2017 Ease of Doing Business Report cited by Obiorah (2018) ranked Ghana at position 108, an improvement from the 111 rank in the previous report. Among the indicators as described in the report includes: getting electricity, resolving insolvency and trading across borders which significantly increased the potential of their economy.

2.4.1 Political Environment

Despite falling victim to corruption and lawlessness after the independence that limited the growth of Ghana despite being a country with a wide range of resources, Ghana currently enjoys a stable multi party and democratic political system (2018) which enhances and supports local business in Ghana making it easier to invest in business opportunities within the country. The stable political environment also enables effective exploitation and use of the natural resources that Ghana poses to enhance their own economies (Baidoo, Baab and Agyepong, 2012).

2.4.2 Economical Environment

Ghana is the 13th highest country when it comes to annual GDP currently at 47.33 Billion US dollars, in addition the country is has the second highest economic growth after Ethopia and is set to be the highest growing economy in 2020 (Throupe, 2011). This highlights the high potential of the country to be able to support business activities and thereby be able to support an increased women leadership development. While the economy is not greatly dependent on the business sector rather the Oil, mining and Agriculture, this enhancements in other sectors impact the development of business opportunities which impact women development in business leadership.

2.4.3 Social Environment

Ghana’s population is highly oriented in terms of cultural and religious practices and in some extent these impact their values and business ethics. According to Throupe (2011) the government encourages the mingling of different ethnic groups and cultural practices through implementing various policies such as making it an obligation for youths to spend time outside their native towns to encourage the appreciation of variety and existence of a multicultural practice within the country. Baidoo, Baab and Agyepong (2012) points out however that religious division is a more remote cause disruption and presents the main danger for causing potential conflict.

2.4.4 Technological Environment

Unlike Natural resources such as Oil and Gold, Ghana has not been able to effectively develop technological advancements to be able to impact their economy due to a wide range of reasons including: power failures, heavy reliance on export of commodities, lack of industrial development, high reliance of imports of food and other basic needs as well as insufficient effort to produce innovative and creative solutions among the scholars within the country (Adamkasi, 2015). Ghana has also set aside very little in terms of funds of enhancing technological research and development and according to, they do not exchange findings and or ideas with neighboring countries thereby limiting its scope and extent of technological development which is a limitation in the development of business activities within the country. The weakness in the technological environment of Ghana limit its opportunities not only foe women leaders within the country but also other individuals venturing in the industry as well (Baidoo, Baab and Agyepong, 2012).

2.4.5 Legal Environment

Ghana has strictly enforceable and effective labor/employment laws that protect as well as enhance businesses within the country making it an effective legal environment for business conduction. Some of these include registration and regulations, health and safety laws as well as minimum wage laws which enhance the protection of individual and business rights within the business environment in Ghana (International Labor Organization, 2017).

2.4.6 Environmental Factors

Ghana enjoys a tropical climate all year round with two weather conditions, the dry and wet season (Ghana Meteorological Agency, 2016). Unlike countries with four seasons, the country’s climatic conditions barely affect the day to day operations of businesses as such making it conducive for a whole year round business practice. Ghana also has environmental laws which enhance sustainability among organizations and businesses with an aim of ensuring conservation of the environment. This has effectively reduced the carbon print from the country limiting it to very minimal standards from the minimal industry (Annan, 2017).

2.5 Benefits and Opportunities in a business Environment

While a business environment may not always be effective for different forms, or sixes of businesses, for instance due to laws or economic factors small businesses can be intensively impacted, or big businesses may be dissolved and other circumstances, however an effective business environment often derive benefits and opportunities to businesses and individuals willing to venture within the environment. Samiksha (2018) highlights that the understanding and awareness of the business environment is critical for entrepreneurs and business leaders given that ignorance of the environment may throw the business out of the market. However a proper and inherent understanding of the environment in which an individual operates in, is critical and may actually open up benefits and opportunities for the business. Kotler and Keller (2012) points out that understanding the business environment enables the entrepreneur or business leader to forecast the eventualities of the market as well as be able to seclude an opportunity within the market that has not be exploited as such they can have an upper hand in the competition within the market. Through the analysis and understanding of one’s business environment in the early stages of development, a business possesses and advantageous lead over its competitors. Samkisha (2018) moreover points out that having knowledge of one’s business environment enables the identification of any risks or threats early enough to mitigate them and prevent an extensive impact to the business development and growth. Through adequate knowledge of the business environment business activities can be effectively planned therefore to optimize the use of resources as well as the profitability of the eventual outcome. Businesses are better capable of developing policies and plans for achievement of their objectives or visions. Mullerbeck (2015) emphasizes that through understanding the business environment for instance businessmen can be able to estimate the demand for the products they supply and as such optimize the procurement of resources and raw materials for the supply of these demanded products. This is especially effective when dealing with perishable products. Understanding the business environment in addition impacts easy and more adaptable change management strategies. Samakisha (2018) confirms that business leaders who are more aware of the environment and conditions in which they operate in can easily, effectively and timely adapt to any expected changes within the environment. All these opportunities and benefits of understanding ones business environment are applicable for all genders within the business management framework. However women leaders who are informed and understand the environment have an upper hand in being able to effectively handle the challenges that the environment offer as well as the extra challenges that come with the gender tag (Mullerbeck, 2015). Awareness of the business environment can impact the identification of effective strategies of approaching their individual unique challenges and also enhance their experiences in dealing with other players and competitors in the market which suffice to say are predominantly consisting of men. As such while the business itself is a minefield of information regarding how to navigate the competition to successful business leadership, it is critical for leaders to be aware of the various internal and external factors of the business environment they operate in, failure of which it becomes one of the initial major challenges to deal with before the success of a business (Samakisha, 2018).

2.6 Internal and External challenges in business

While internal and external factors of a business environment may be advantageous and understanding them prove beneficial to the businesses growth and development, non-adherence or lack of their understanding present potential challenges which impact the development of business leaders and limit their skills and abilities. Among the internal challenges in business as pointed out by Vitez (2018) include human resource management, which highlights the most critical business factor. Financial management, performance monitoring and management and marketing ideas all present major challenges that can be experienced within the internal environment of the business industry (Marr, 2017). Effective business leaders must be able to be in touch with any of these challenges that arise whenever they arise or pose a risk to arise and be able to mitigate them effectively. Other than the internal environment, the external factors of a business highlights major challenges that require management and effective leadership to be able to impact positive development and performance of a business. For instance political instability may effectively impact the security of a country and thus impact the performance of businesses within the country (Conner, 2013). Civil wars and disagreement impact the social factors within the business environment potentially changing the scope and providing challenges to business that are reliant on the socials, in addition lack of technology application in business limit the ability of the business and the information available for business leaders which impacts negatively to the growth and development of the business (Suttle, 2018). Marr (2017) highlights that with the rapid changes in technology and the business environment, rules and regulations within the business environment as well as new government policies and constitutional laws are also developed which consequently impact the business negatively and presents a challenge to the business leaders. Similarly in comparison to the benefits of the business environment, these challenges equally impact business leaders of both genders in equal measure, however Conner (2013) highlights that given the societal stereotypes about women which increases the pressure to perform for women leaders as well as additional responsibilities that women leaders may have as highlighted in the review, women are more impacted by these challenges whenever they come up which effectively minimize their chances at success significantly from that of men. While an understanding of these challenges and their timely resolution may earn male business leaders more points and credits as effective leaders within the business environment (Conner, 2013) point out that the more of these challenges a women business leader has to experience and deal with in the development of their business, their reputations can also be significantly impacted with these challenges further multiplying the challenges that women leaders have to deal with in the achievement of success.

2.7 Conceptual Framework

Given the aim of the study to evaluate the opportunities and challenges facing women in business leadership roles within Ghana, in comparison to the UK through a case study approach, the review set out to highlight the difference in the business environment between Ghana and the UK that would effectively highlight any difference and thus justify the higher percentage of successful business women leaders in UK compared to Ghana. Through the evaluation of the characteristics and qualities of an effective leader in the business industry the review points out any additional character traits that women leaders should exhibit for elevated chances of success within the different business environment impacted by different internal and external factors. The review subsequently evaluates the components of the business environment including the internal and external factors that impact the success of a business, additionally; a connection is drawn on how these different factors influence business leadership. An evaluation of the business environments in both Ghana and UK is further carried out and the different characteristics that impact as well as affect leadership of women in these locations are then highlighted. Finally the review highlights opportunities and benefits as well as risks and challenges that are associated with a business environment with specific bias to how they impact women in business leadership.

Chapter 3 Research Methodology

3.0 Introduction

The content analysis reveals the impact of a respective business environment to the performance and success of a business and especially to success in business leadership. A gap however was identified with concern to the different opportunities and challenges that these business environments offer women there by making up the specific focus of this study. This chapter highlights the methodology used in the collection of first hand data to be able to determine specific factors within the economy that impact successful business leadership of women in Ghana and UK. Based on Kothari (2004) involving scientific approaches in various actions and undertakings that are aligned towards gathering first hand data and analyzing them basically highlights what research methodology is and what is contained within this chapter. Saunders, Lewis and Thornhill (2009) further clarify that in being able to conduct a research process, the researcher has to chronologically follow different activities and steps that resemble the process of peeling an onion to reach the aim of the study. A critical analysis and documentation of the various tools, processes and applications with relation to the research process will be listed in this chapter chronologically highlighting the approach taken up for study, some philosophical leanings that are relevant in the process of conducting the study, the methods of sampling the available population as well as data collection procedures. The chapter will also introduce the analysis method and highlight why all these chosen processes are effective in being able to answer the research questions.

3.1 Research Approach

Saunders, Lewis and Thornhill (2009) point out that knowledge of the researcher with regards to the aims and objectives they have for the study as well as the available content in terms of literature and the time limits available are critical in the process of determining the most effective research approach to be used. While the researcher has a choice between three approaches, that is, Qualitative, Quantitative and Mixed research approach, consideration of the aims of the study which is to determine the various opportunities and challenges faced by women business leaders in Ghana in addition to the time limits available for the study, the researcher settled for Qualitative research design. This design enables the evaluation of different individuals’ perspective regarding the subject matter and afterwards deriving patterns and trends that highlight the actions being taken towards ensuring health safety.

3.2 Research Philosophy

Strauss and Corbin (1994) point out that philosophy in research is majorly highlighted with concerns to how various ideas and things are viewed within the globe. Yin (2013) confirms that the awareness of a researcher with regards to different philosophical concepts helps guide them through the various challenges they may face during research and also informs the various strategies they are to adopt and use in the course of the study. It concerns different ideas regarding how data should be collected, analyzed and utilized in the improvement of livelihood. According to Saunders, Lewis and Thornhill (2009), five key philosophies exist in social sciences and business research these include: interpretivism, critical realism, pragmatism, postmodernism and positivism. Based o the nature of the study the researcher chose to use interpretivism. Interpretivists believe that “rich insights into humanity are lost if such complexity is reduced entirely to a series of law-like generalizations” as is the case with most other philosophies (Saunders, Lewis and Thornhill, 2009). Further the research used the philosophy of interpretivism due to the fact that the study is involved in the nature of social entities especially with regards to work and businesses as well as their general and desired impact to the society.

3.3 Research Design

In order to effectively understand the direction of the study as well as the actual procedures and mannerisms with which to carry out the study, a research design is essential for every researcher (Remenyi et al, 2013). Just like research philosophy and approaches a suitable research design is arrived at based on the various knowledge areas the research is involved in, the main research questions and objectives as well as the time limits or constraints within the study. Establishing a philosophical paradigm also contributes towards the determination of the research design. Figure 3.1 illustrates a flowchart highlighting the different available designs to choose from.

For this study however and guided by the above principles the researcher adopted a qualitative exploratory research design and used available case studies on successful men and women in Ghana and UK for data collection. This is because qualitative research designs are especially effective in complex topics that aim to highlight interrelated concepts and themes existing between different variables. Griffiths (2009) in addition highlights that this design enables the detailed analysis and exploration of themes with concern to a particles discipline or topic of study.

3.4 Research Method

The availability of a wide range of research According to Yin (2013) implies the availability of multiple different methods that can be used in the collection of data. While quantitative data is often numerical and quantifiable, qualitative data involves an ever changing and dynamic reality that aims at the understanding of humanity and general human behavior as influenced by various factors within the environment they operate in (Mackey & Gass, 2015). Often qualitative data collected will include personal information, sentiments and opinions, ideas and generalizations as such its analysis includes identification of common themes and patterns from these data through descriptors (Glesne, 2015). The nature of the dissertation being a qualitative study seeking to evaluate the opportunities and challenges faced by women business leaders in Ghana as compared to the UK, the researcher employed the use of biographical and way to success cases studies of successful women business leaders in Ghana and the UK to be able to collect primary first hand data regarding the various opportunities and challenges faced by these women in their respective business environments.

3.5 Sampling

A sampling method is a research parameter that enables researchers to identify effective objects to utilize within a study rather than examining the entire population. The sampling methodologies used in qualitative studies focus on achieving an in depth analysis of data within a relatively small sample of the population with similar characteristics, this unlike its quantitative counterparts that allow confident generalization of larger samples. (Smith, 2015; Taherdoost, 2016; Tarone, Gass, & Cohen, 2013). Palinkas, et al. (2015) accentuates the process of identifying samples vary significantly and widely depending on the aims of the study as well as other predetermined factors such as research designs and approaches. Blaikie (2010) confirms that understanding the scope as well as the magnitude of the population involved in the study at hand is crucial on being able to determine the sampling technique. The study population involves successful women business leaders in UK and Ghana. Given the constraints in the time limit for conducting the research; the researcher applied the use of random sampling on the top 50 successful women lists in both UK and Ghana. 5 women leaders were randomly chosen from both Ghana and UK based on the availability of their case studies in secondary information sources as well as based on permission granted by these individuals to be used as information sources within this study. The case studies were analyzed with consideration of key identified themes of highlighting opportunities and challenges within the economy after which the findings were compared in a thematic comparative analysis.

3.6 Data Analysis

The primary data collected from the case studies on 10 different successful women business leaders will be analyzed with the use of Thematic Analysis. Thematic analysis involves a widely used qualitative research method of first hand data analysis which primarily focuses on the identification and relation of patterns, themes and connections within the data (Braun and Clarke, 2006) Through the analysis of the secondary data present within the different cases studies identified, inferences that are accurate, effective, reliable and replicable can be obtained from the various patterns and themes to further explore the various opportunities and challenges facing women in business leadership.

3.7 Ethical Considerations

The research study revolves around the use of human beings as a source of information, ethical consideration arise especially with specific concern to granting them relevant courtesy as pointed out by Mason (2010), as such inclusion of areas of ethical concerns in matters confidentiality and informed consent is crucial for the validity and reliability of the study findings. While minimal potential risks are envisioned as far as safety and dignity of participants is preserved, using ones personal information in the study necessitates the researcher to gain permission from the respective respondents whose case studies were used in the study. In addition ethical concerns require a commitment to confidentiality with regards to their identities as well as any delicate information provided (Alvesson & Sköldberg, 2017; Lather & St. Pierre, 2013).

Chapter Four Data Presentation and Analysis

4.0 Introduction and Background

The primary data collected will be presented and analyzed within this chapter highlighting the various themes and patterns that are useful in the answering of the research questions. A discussion of the analyzed data will further follow the outline of the research questions grouping together different themes that contribute towards answering each of the five research questions. As such the research questions will form the main titles for the discussion with subtitles of different themes and factors that contribute towards answering the questions. These include:

Characteristics exhibited by women in business Leadership

Contextual influences of the Business Environment

Benefits and opportunities for Women in Business Leadership

Challenges facing women in Business Leadership

Differences in business environment in Ghana and UK

The researcher utilized thematic analysis for the secondary data collected from the case studies of five different successful business women from Ghana and UK. The case studies of women entrepreneurs were identified from a top 50 Corporate Women leaders in Ghana list compiled in the Woman rising website WomenRising.Org (2018). The Case studies in the UK was derived from the ‘100 female Executive 2018’ list compiled by the Heroes organization in UK and Yahoo finance (Out-standing.Org, 2018). Based on the availability of their case studies in secondary information sources which were initially identified, the respondents were then contacted to negotiate access and use of their information within the research project. Only those who accepted were included within the scope of the study. These respondents and the relevant secondary sources used in terms of LinkedIn profiles, interviews on how they achieved their success as well as You Tube interviews on their journeys are highlighted within the Appendix section.

4.1 Characteristics of Women in Business Leadership

The analyses on the findings regarding leadership characteristics exhibited by women in leadership were carried out in three different categories: Education levels, Personal characteristics as well as Availability of mentorship and Nurturing processes.

4.1.1 Education

The findings highlighted that just like with Men, women who occupy top leadership positions in business are highly educated. All the 10 cases used for the study have at least attained undergraduate degrees in various reputable universities while 3 of the successful women leaders in the UK in fact have PhDs in different fields. This highlights education as a critical factor in business leadership and success in whichever business environment.

4.1.2 Personal Characteristics

Among the major characteristics exhibited by the women in the case studied include majorly Persistence, Ambition, Integrity, Humility, Empowerment and Trust. All the women highlighted that they had to be ambitious and work really hard to get to the position they are in currently. some them of also attribute their success to the empowerment they had as women while young in their careers through support groups and trusted teams that were instrumental in their success

One of them highlights that

‘…by never giving up. I’ve worked in some tough environments where you come in for a lot of criticism. Personal resilience in these situations is really important. I have always had a broad network for support, and a small group of people who I trust implicitly. It’s important to know who to go to for advice.’ Emmerson (2015 p2)

3 women highlighted that they had to be humble despite being denied opportunities they deserved earlier enough believing that eventually what is meant for them will be there’s. Another 6 women agreed that integrity is indeed a significant characteristic if anyone is to succeed in business leadership regardless of whether they are men or women.

Another woman highlighted

“…. For women it is much more complicated given the heavy stereotypes that weigh us down, you have to grow a thick skin and be resilient as well as persistent because many times opportunities that you are quite literally qualified might be passed on to others . You should be able to pick yourself up, persist towards achieving your ambitions and remain intelligent, also maintaining your integrity is paramount at all times not just as a business woman but also as a leader. “ Broks (2017)

These findings are consistent with the review which highlights self-belief, hard work and persistence as some of the critical factor for successful business leaders. Walter (2017); Lowen (2019), Forbes (2017) and Hassan (2017) include: Empowerment and Self-belief, Perseverance, Confidence, and Ability to Nurture, Visionary and Tenacity as critical traits of successful women in business leadership even critical enough, Lowen (2019) confirms that an unshakable belief in ones’ self and ones’ ambitions is critical for women especially to be able to succeed in business leadership.

4.1.3 Mentorship

The findings also indicate that all the women went through rigorous mentorship and nurturing processes before achieving their success. While all the women agree to have mentors, only three of the respondents had female mentors, further highlighting the sectors male dominance. Seven of the women also highlighted to having a team of trusted colleagues and friends who inspired, motivated and nurtured them to their success. This highlights that the ability to nurture and be nurtured is critical to the success of women within the current business environment. Walter (2017) and Hassan (2017) both point out ability to Nurture as critical elements in being able to develop effective and efficient business leadership for any woman.

4.2 Contextual Influences of the Business Environment

The selection of the women leaders to include within the study included women leader from different business settings including finance, Insurance, Product development, services and banking as such the information collected was discussed broadly in the categories of the external business environment factors.

4.2.1 Political Factors

The findings highlight a limited and sometimes negative impact of political factors to the business environment in Ghana especially with respect to women leadership. 3 of the 5 women from Ghana mentioned the political system and agreed that the current multi party politics enhance stability and has impacted greatly the growth of the business environment within Ghana, however upon the heightened seasons of the election then the political effect becomes quite negative for the business environment. One of the women highlights that;

“Taking a look at what we experienced, it became evident that we were working against the tide of perception. The moment our country finds itself in an election year, panic and speculation become the order of the day and this brings on real issues such as currency fluctuations which is what transpired.” Bawuah (2018, p11)

However in terms of offering any special opportunities to the growth of women in career opportunities the political system has not been able to do much. Oyaro (2018) highlights that while Ghana ranks second in Africa in terms of top executive positions held by women at 17.7%, they still have not been able to achieve the 25% mark. This highlights that the lack of impact of the political environment in being able to impact women business leadership. 2 women from the UK however mentioned that despite the expectation for a negative impact of the countries exit from the European Union to the economy, the impact has not been that catastrophic. This is consistent with (David (2018) and Rahman (2019) who highlights that the political stability in the UK has over the years made it a popular location for Foreign Direct Investment (FDI) attracting tycoons and rich investors from all across the globe. Further the reduction of the corporate tax rate from 19% to 17% (Gov.UK, 2018) in addition highlights the stability of the economy and political policies and confirms that the political environment in the UK is quite suitable for development of women in business leadership.

4.2.2 Technological Factors

While not so many of the Ghanaian Business women and leaders in general rely on complex technology in their business endeavors. All five of them highlighted the lack of effective and advance technological equipments as a major drawback in conducting business within Ghana. The findings highlight a wide range lack of reliance to technology and technological equipment in business activities and practices within Ghana. One woman highlighted that

“The first thing is moving toward mechanical farming. Subsistence farming makes it difficult for manufacturing, yield forecasting, and quality control. Technology will allow farms to have the scale and mechanized farming that we see in countries like South Africa” Duplan (2019 p4)

Given the country’s economy is highly reliant on natural resource mining and agricultural sectors, the business sectors are less advanced and this can now be effectively attributed to lack of technological developments among other factors. The findings are consistent with Adamkasi (2015) who highlights power failures, heavy reliance on export of commodities, lack of industrial development, high reliance of imports of food and other basic needs as well as insufficient effort to produce innovative and creative solutions among the scholars within the country as the reasons Ghana has not been able to effectively develop technological advancements to impact their economy and the business sector. The UK however is quite highly technologically advanced as a country and the technology has not only enhanced the impact of business opportunities but has within itself created another business opportunity in terms of increased online transactions and businesses which Ghana does not have. 3 women point out technology as an important aspect in their management skills given the enhanced computer processing power.

4.2.3 Economic Factors

Entreprenures in Ghana point out a recent rapid growth of the economy as a major factor that impacted their success. 4 women highlighted that the growth of the economy has greatly impacted the business environment in Ghana and made it much easier to conduct business, they highlight factors like increased opportunities, and increased income per capita as well as the flow of money in the economy enables a smooth and efficient business environment. One woman for instance highlighted that

‘… A business can only grow as much as the economy is growing, eventually successful business leaders are able to harness the growth of the economy to their advantage and impact the growth of their businesses as well.’ Broks (2017)

This highlights an effective environment for business growth within Ghana which is critically consistent with the literature listing Ghana as the second fastest growing economy within Africa and forecasted to be the fastest by 2020 (Throupe, 2011). The developed economy of the UK on the other hand is among the most significant factors that have impacted the success of women in business within the UK. One woman highlight for instance that:

“The developed economy enables more women to have employment and thus have a disposable income which is mostly used within the Fashion industry for working class and middle class women. This impacts business in these sectors of the economy directly and spread indirectly to other sectors.”KrisinLeaders (2019)

UK according to World Bank (2017), is the fifth largest economy in the world by nominal GDP, with a corporate tax rates charged on businesses at 17% which is significantly lower than most of the other countries in the OECD which have it at 19% (Lopez, 2011), this further point out the effectiveness and ease of doing business within the UK.

4.2.4 Social Factors

This is the area with the biggest variation between the UK and Ghana. All the five women from Ghana confirm that stereotyping and discrimination is indeed a major challenge that women business leaders are facing and that significantly limit their chances and opportunities to being successful business leaders. One respondent point out that

‘…Many women within different industries in Ghana are still looked down upon as incapable leaders and as such unable to succeed in different leadership fronts despite being adequately and completely qualified and deserving of these different leadership position. They are denied promotions and limited by glass ceilings from top leadership positions due to the societal stereotyping which impact gender differences.’ Duplan (2019)

The women further highlighted that social seclusion and civil rivalries exist within the different communities and religious beliefs limiting the free environment for business in Ghana. While the country is not prone to any violence and civil wars, two respondents highlighted that civil unrest due to religious or tribal disputes may impact some of the country’s economic environments. These findings are further consistent with Baidoo, Baab and Agyepong (2012) who highlights that despite the government’s efforts to promote diversity in the business environment religious division remains a remote cause disruption and presents the main danger for causing potential conflict. This is completely different in the UK which is more multicultural developed as pointed out by the literature and the respondents. All the five respondents from UK point out the ability to appreciate cultural variety within the country as a major impact in the growth of the business environment as well as increased women business leadership within the country.

4.2.5 Legal and Environmental Factors

The legal environment in both countries according to the women is quite effective in being able to protect businesses from exploitation and unethical competition. The case studies highlight that environmental sustainability is a major priority among business leaders and the business environment both within Ghana and UK and that the environment is protected by law from any form of degradation. The legal structures including common laws, employment laws as well as corporate laws which are available both in Ghana and The UK and consistent to the literature according to (International Labor Organization, 2017; Annan, 2017; Ghana Meteorological Agency, 2016; Bush, 2016; Brown, 2017; Kollewe, 2019) protects the business environment from unethical competition and exploitation thereby enhancing an effective and healthy business environment which also impact women leadership.

4.3 Benefits and Opportunities for Women in Business Leadership

All the five women respondents from Ghana confirmed a wide range of business opportunities as well as business leadership opportunities in Ghana. Rapidly increasing economy and technological development represent among the major opportunities for business development within Ghana. Within the UK economy the findings indicate a wide range of business opportunities existing especially in the Fashion industry which is among the industries that are growing fastest within the country. The findings also highlight the existence of a wide range of opportunities which are limited for women compared to their male counterparts. In addition 2 women highlight that the political and legal systems impact the development of policies to impact women leadership which subsequently increases the opportunity for women leadership within the UK.

4.4 Challenges Facing Women in Business leadership

According to the findings 4 out of the 5 women from Ghana indicate the lack of technology as a major challenge in the development of the business environment. 2 women point out discrimination and prejudice when it comes to leadership as a major factor that limit women leadership. Another challenge impacting women leaders in Ghana as identified by 2 women is the lack of policies and governmental support in impacting the growth and development of women business leaders. All these challenges stem from the external environment of the country’s economy and are consistent to the literature review findings by Conner (2013); Suttle (2018) and Marr (2017) who list political instability, inadequate technology and social stereotypes among women as the major challenges facing women in business within developing countries. One woman also highlighted business personnel management and acquisition of effective talent and personnel as a major challenge within Ghana. She highlights that ‘…Among the major requirements of a successful business is being able to secure a skillful and talented personnel to enable a smooth flow of the business. However not much of Ghana’s female population is educated and this provides a challenge for them to rise up as successful women business leaders within the country.” Morris (2018) Within the UK however most of the challenges faced in Ghana are actually advantages and benefits for enhancing women business leadership. 3 women highlight their major challenges to be lack of funding, being able to balance through the requirements of the business and their personal lives as well as Fear of Failure, Another woman respondent highlights that ‘…Often women don’t succeed in their business endeavors and being able to achieve their ambitions due to lack of an effective support system, they face multiple challenges on their own until eventually they bend and break due to lack of effective nurturing and motivation.’ McCooey (2019.) These findings highlight that while both women in Ghana and the UK go through a wide range of challenges in the business environment, a majority of women in the UK experience personal and internal challenges with a majority of external factors providing a positive impact and benefits. In Ghana however a wide range of challenges are connected to the external environment which impacts more challenges in the internal environment thereby significantly impacting the level of success in business among women in Ghana. This is further consistent to the findings according to Cheng (2018); Marr (2017) and Conner (2013) who agree to limited funding and the ability to balance responsibilities as the major challenges facing women in business leadership.

4.5 Comparison of the business environment between UK and Ghana

In line with the findings of the case studies review as well as the critical literature review analysis, a wide range of similarities and differences can be identified between the UK and Ghana economy, especially with consideration to the opportunities and benefits these economy provide women in business leadership. While these similarities may be positive and significantly impact women in both countries the differences which are often negative for Ghana as compared to UK, significantly limit women in Ghana and thereby highlight the existence of the difference between the numbers of women occupying top executive business leadership positions in the two countries.

4.5.1 Characteristics experienced by Women Business leaders

The findings highlight a similarity in the various essential character traits that impact and are exhibited by successful women business leaders in Ghana and the UK. Respondents from both countries agree on Ambition, Persistence and Empowerment being critical factors in the ultimate success of of a woman within the business leadership sector. Other factors identified include Integrity, Trust and Humility and are all common among both women in Ghana and UK.

4.5.2 Contextual Influences of the Business Environment

The business environment between Ghana and UK are quite different in all its external factors. Based on the findings, both countries have a stable political environment which makes both countries safe zones for business activities. However the UK political stability is quite long standing and has evolved to developing policies that not only make it easier for business to be conducted within the country, but also enhance opportunities for more gender equality and success of women within the business environment. This makes the UK political environment much more effective compared to Ghanaian and thus the high number of women executives in the UK. While the UK business environment is highly enhanced technologically and impacted positively by a wide range of technological equipment and enhancements, the Ghanaian economy and business environment is quite limited in terms of technology. Both the literature review and case study review of the successful business women leaders within Ghana highlight a limited technological knowhow and application within the business environment which limits its potential for eventual growth. In general the UK economy is highly developed and sustainable enhancing a wide range of business opportunities and benefits not only for women but also for different individuals who would indulge in business. In fact the literature review according to Lopez (2011) points out that currently, the UK is the world’s Fifth-largest economy in the World. However Ghana is still a developing country in terms of economic development. While the literature review highlight it as the second fastest growing economy in the Africa after Ethiopia (Alagidede, Baah-boateng and Nketiah-Amponsah, 2013) the economy is majorly reliant on the natural resource mining and Agriculture which further limit the benefits to the business environment. This highlights the disparity on the number of women in top executive leadership positions between the UK and Ghana. The social environment of the UK and Ghana however are significantly different despite both being multicultural countries. While in the UK the population is much more diverse and appreciative of the multicultural practice which makes the environment quite easily exploited in terms of establishing businesses and engaging in business opportunities, in Ghana challenges such as heightened stereotyping of women as well as civil unrest due to the variety of cultures and religious practices further limit the business environment which subsequently limit the opportunities for women business leaders. Both countries however have effective legal and environmental policies which impact an effective business environment and impact different business opportunities within both these countries.

These differences in business environment significantly limit the benefits provided to women in business leadership while significantly increasing the challenges that women in Ghana face compared to the UK. With increased challenges and limited opportunities in Ghana due to lack of effective political, economic and technological factors as compared to UK which is more advanced in these fields, the ease of doing business within Ghana especially for women is considerably limited compared to Ghanan and generally highlight the difference in the number of women business leaders in Ghana as compared to the UK.

Chapter Five Conclusion and Recommendations

5.1 Summary of Research Findings

The findings of the research based on literature review and case study analysis highlight a significant difference between the economies and business environment in Ghana and UK. These differences limit the opportunities and significantly increase the challenges that women in business within Ghana have to face in their quest for leadership status and positions and further highlight the difference in the number of women occupying top executive positions within these two countries. Among the major findings include:

Character traits of successful women business leaders in the UK and Ghana are inherently similar with Ambition, Persistence and empowerment dominating. Other common traits identified include Trust, Integrity and Humility as well as self-belief.

While UK has a significantly developed economy that ranks fifth in the world and provides an effective environment for business as well as supporting women development and success, Ghanaian economy is still developing, however at a remarkably high speed. The development however is due to other sectors such as mining and Agricultures and thus quite limiting to the prospect of business growth and development, which effectively limits the number of women in successful business leadership within the country.

The UK economy and Business environment is highly impacted and enhanced by the increased technological development which impact among other things increased industrial growth and the possibility of a flourishing online business market. Ghana on the other hand has done quite little when it comes to investing in technology and is thus limited growth of the business sector and environment.

UK is also more advanced socially with a wide range of the population being multicultural and appreciative of the cultural variety within the country. This effectively enhances the business environment within the UK and influence the success of women within the UK economy. In Ghana however the population is still highly divided in religious and civil lines and presents a less than effective environment for business due to instability and possibility of conflicts.

Both countries have stable political environment as well as effective environmental and legal policies to be able to protect the business environment and enhance development and growth of entrepreneurs within the countries.

5.2 Recommendations

Following the findings of the study which aimed to compare the various opportunities and challenges experienced by women in Ghana and UK, the researcher developed recommendations that can be adopted by developing countries and economy in being able to impact increase in success for women in business and women business leaders. These include:

Investing in technological development and increasing the technological footprint of the country so as to impact opportunities in business

Developing policies to enhance equality among Men and Women when it comes to the various sectors of the economy including business

Enhancing cultural diversity among the population to enable the appreciation of different business activates regardless of the cultural attachment

Empowering women entrepreneurs and mentoring as well as nurturing their abilities to enhance their success within the male dominant business sectors.

References

Alagidede P., Baah-Boateng W. and Amponsah E. (2013). The Ghanaian Economy: An overview. Ghanaian Journal of Economics. 1(2). 4-34.

Baidoo, F., Babb, J. and Agyepong, L. (2012). e-Government readiness in Ghana: a SWOT and PEST analyses. Electronic Government, an International Journal, 9(4), p.403.

Chuang, S. (2013). ESSENTIAL SKILLS FOR LEADERSHIP EFFECTIVENESS IN DIVERSE WORKPLACE DEVELOPMENT. Online Journal for Workforce Education and Development, 6(1), pp.20-44.

Nkomo, S. and Ngambi, H. (2009). African women in leadership: Current knowledge and a framework for future studies. International Journal of African Renaissance Studies - Multi-, Inter- and Transdisciplinarity, 4(1), pp.49-68.