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A. Lugonzo and K. Chege
been proven to outperform others, and tend to be more creative, innovative and productive. The adoption of ‘new’ technologies in the extractives
could accelerate a paradigm shift and a change in working cultures that
are already emerging.
Transformative leadership is much needed, not only in the extractives but in every facet of livelihoods. A transformative leader has
the following attributes is supportive, flexible, empathetic, caring or
nurturing; traits that are more prevalent in women, hence emphasizing
the need to bring women on board in these industries. More balanced
teams make the best decisions, and women could be instrumental in
bringing different leadership skills and behaviour, that is required in the
industry. This diversity not only relevant in the workforce but also imperative in the extractives industries that are reliant on new ways of working
to boost productivity levels efficiency.
With the advent of the 4IR, the enactment of policies like the
AfCFTA, as well as the Covid-19 pandemic, countries are being forced to
adapt to challenging circumstances and to devise innovative solutions to
ensure inclusive, sustainable and equal development today and for future
generations.
The chapter has explored the position of women in both the mining
and oil and gas sectors, as subsets of the energy industry, and it is evident
that there is a disproportionate number of women, as opposed to men
in these sectors, particularly in a senior management position. This situation warrants the measures that have been suggested for different role
players like the government/public sector, the private sector and NGOs.
Possible solutions to address the gender disparity challenges include
ensure female participation at all levels of the oil and gas processes by
introducing incentives to encourage more females to join the industry.
Companies also need to reconsider how they retain and promote
personnel to senior positions. Promotions ought to be based solely on
merit, including at senior management positions. Top talent needs to
be attracted, regardless of gender. Companies need to be more aggressive in promoting women in senior management positions, which are
male-dominated. Only then would younger women be empowered and
motivated to pursue long-term careers in the oil and gas industry.
Companies could adopt performance indicators that consider inputs that
A. Lugonzo and K. Chege
been proven to outperform others, and tend to be more creative, innovative and productive. The adoption of ‘new’ technologies in the extractives
could accelerate a paradigm shift and a change in working cultures that
are already emerging.
Transformative leadership is much needed, not only in the extractives but in every facet of livelihoods. A transformative leader has
the following attributes is supportive, flexible, empathetic, caring or
nurturing; traits that are more prevalent in women, hence emphasizing
the need to bring women on board in these industries. More balanced
teams make the best decisions, and women could be instrumental in
bringing different leadership skills and behaviour, that is required in the
industry. This diversity not only relevant in the workforce but also imperative in the extractives industries that are reliant on new ways of working
to boost productivity levels efficiency.
With the advent of the 4IR, the enactment of policies like the
AfCFTA, as well as the Covid-19 pandemic, countries are being forced to
adapt to challenging circumstances and to devise innovative solutions to
ensure inclusive, sustainable and equal development today and for future
generations.
The chapter has explored the position of women in both the mining
and oil and gas sectors, as subsets of the energy industry, and it is evident
that there is a disproportionate number of women, as opposed to men
in these sectors, particularly in a senior management position. This situation warrants the measures that have been suggested for different role
players like the government/public sector, the private sector and NGOs.
Possible solutions to address the gender disparity challenges include
ensure female participation at all levels of the oil and gas processes by
introducing incentives to encourage more females to join the industry.
Companies also need to reconsider how they retain and promote
personnel to senior positions. Promotions ought to be based solely on
merit, including at senior management positions. Top talent needs to
be attracted, regardless of gender. Companies need to be more aggressive in promoting women in senior management positions, which are
male-dominated. Only then would younger women be empowered and
motivated to pursue long-term careers in the oil and gas industry.
Companies could adopt performance indicators that consider inputs that