The study investigated Women Participation in Leadership in the Transmission Company of Nigeria (TCN), Abuja – Nigeria (2010 -2022). The objectives were to evaluate the extent of inclusiveness of women in leadership positions; identify the elements of women’s leadership; factors affecting women’s leadership and strategies that could enhance their leadership in the public sector. The power sector is historically a male-dominated field. Nationally, while women make up 50% of the population, their participation in technical, engineering, and top-tier corporate positions in Nigeria is significantly lower. Studies show that 64% of skilled workers in Nigeria are women, but they occupy only 30.3% of senior corporate positions, highlighting a bottleneck in promotion to leadership. Poor number of Women in leadership at TCN is not due to a lack of qualified women, but a bottleneck in promotion and selection for senior technical positions. While the top of the pyramid reflects increased representation, the middle and upper-middle management levels where technical decisions are made still show a clear gender imbalance. Descriptive survey research design was used with a population of two thousand (2000) and accidental sampling technique was used to get a sample of sixty-five (65) percentages, frequencies and mean scores were used to analyze data. The instrument for data collection was structured questionnaire. Two theoretical frameworks have been identified to suit the trajectory of the discourse, namely, the liberal feminist theory and transformational leadership. Findings indicate that women were included to a great extent in various leadership positions in Transmission Company of Nigeria; they exhibit peculiar leadership elements that motivate staff to generate more output; some factors hinder women’s leadership in public sector and strategies that could address this include training, and creating equal opportunities for both genders among others. Statistics indicate the mean calculations in tables showing that all the points are accepted as significant as they are above the mid-point of 3.0 indicating that women leaders are knowledgeable (4.6); democratic in their style (4.4); carry everyone along (4.2); more supportive and show empathy to workers (4.2); have better communication skills (4.1); workers are more productive under women leaders as they have more positive influence (3.9); are more interested on the welfare of the staff (3.9); more innovative than men leaders (3.8) and they are more result oriented than men (3.4). The study recommends that more women be involved in leadership positions in workplaces as this engenders better productivity.
Gloria et al. (Tue,) studied this question.