THE SOCIAL CONTEXT OF WOMEN’S OCCUPATION OF TOP ADMINISTRATIVE POSITIONS IN OYO STATE CIVIL SERVICE, NIGERIA

Abstract

Top management positions in Nigeria are mainly occupied by men. Most women are constrained from effectively discharging their duties even when they occupy these positions due to associated socially constructed barriers (SCBs). However, most studies on gender relations have focused on the factors limiting women’s attainment of top administrative positions with little emphasis on the social context in which women operate in their various organisations. This study, therefore, examined the social contexts in which women administrators attain and undertake administrative responsibilities in the Oyo State Civil Service.

The Liberalist Feminist, Giddens’ Structuration and the Role theories provided the framework. Cross-sectional survey design was adopted using the quantitative and qualitative methods of data collection. Twenty out of 27 ministries having the largest proportion of women were purposively selected. All 513 women in top administrative positions in the twenty ministries were purposively selected. A semi structured questionnaire was designed to elicit information on socio-demographic characteristics, SCBs (male insubordination, dearth of mentors, discrimination, lack of informal social networks with male colleagues, role conflict and role stress) and their coping strategies. Sixteen in-depth interviews were conducted with four female Permanent Secretaries, seven most senior women in purposively selected ministries with male Permanent Secretaries (four Directors and three Principal Administrative Officers) and five male Permanent Secretaries (randomly selected). Four key informant interviews (two retired female and two retired male Directors) and nine case studies (three female Permanent Secretaries, four female Directors, one Female Executive Secretary and one Female Confidential Secretary) were conducted on access to higher positions. Quantitative data were analysed using descriptive statistics and Chi- square tests at p˂0.05, while qualitative data were content analysed.

The age of the respondents was 37.5±10.5 years; 78.2% were married, 34.7% had postgraduate and other professional qualifications and mean length service was 19.3 years. The SCBs experiences among the respondents included dearth of mentors (16.8%); discrimination (15.4%); role conflicts (15.2%); lack of informal social networks with male colleagues (14.2%); role stress (13.8%); and male insubordination (12.0%). There was no significant relationship between the SCBs and marital status. The coping strategies for dealing with the SCBs were delegation of responsibilities based on competences for subordinates (51.7%), assertiveness and self-confidence (98.0%), others included rewarding of hardworking staff, sanctions and spot checks. Most of the women (68.0%) demonstrated a participatory democratic style of leadership. The display of autocratic qualities by female administrators in some instances was challenged by male subordinates through silent decline when nominated for higher positions. There was a significant relationship between the length of service and administrative style of leadership (χ=22.63). The factors that empowered and enabled the respondents’ attainment of top administrative positions included the will to take actions despite the SCBs, education, family background, spousal support, hard work, emotional stability and self-confidence.

Women were constrained by discrimination amidst other barriers; however, they attained top administrative positions through acquisition of higher education and ability to withstand pressure. Oyo State Civil Service should enforce equal opportunity policies to support women administrators.

Keywords: Women in administrative positions, socially constructed barriers, Oyo State Civil Service