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ECONOMIC EMPOWERMENT THROUGH WOMEN COLLECTIVES-A HAND IN HAND APPROACH
Abstract
Empowerment is a journey towards realizing the mandate of equality provided by the constitution of India. It is a process to realize the full potential of women to access opportunities, resources and choices with the freedom of decision making both within and outside the home. The present study focuses on how a hand in hand approach of women collectives create economic inclusion. In this regard it is particularly important to identify the factors that influence the desired outcome of economic empowerment among women and the degree of their influence on the business decision making. An attempt was made to understand how individual and collective empowerment influence the overall empowerment. The data collected was analyzed by a multivariate analysis technique (Factor Analysis) reducing the factors and their degree of correlation on individual and collective empowerment. The key factors which contributed for collective empowerment are collective voice and group cohesiveness leading to individual empowerment. The study shows an interesting finding indicating positive and significant relationship between collective empowerment (.465**) and individual empowerment. Individual empowerment has a positive and significant correlation between entrepreneurial instinct (.459**) and collective empowerment (.521**) has positive and significant correlation with entrepreneurial average but on the contrary collective empowerment has a negative and significant correlation with economic decisions (.-117*) rejecting the hypothesis and supporting the statement saying that mentoring and sponsoring will help to increase the capacity of the women who are working in the collectives. Multiple regression analysis was conducted to observe the dependency of collective empowerment and various potential predictors and created a (WEPEG) model for the Capacity building(CB) leading to greater participation and front-end engagement in better decision-making power and transformative action.
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abstractPolicy makers often see entrepreneurship as a panacea for inclusive growth in underdeveloped ‘Base of the Pyramid’ (BOP) regions, but it may also lead to unanticipated negative outcomes such as crime and social exclusion. Our objective is to improve the understanding of how entrepreneurship policies can lead to socially inclusive growth at the BOP. Drawing on data collected from Brazilian tourism destinations with varying entrepreneurship, innovation, and social inclusion policies, we argue that weak institutions coupled with alert entrepreneurs encourage destructive outcomes, especially if entrepreneurship policies are based solely on economic indicators. Policies addressing both economic and social perspectives may foster more productive entrepreneurial outcomes, albeit at a more constrained economic pace. The study extends the related BOP, entrepreneurship, global value chain, and sustainable tourism literatures by examining the poor as entrepreneurs, the role of local innovation, and how entrepreneurship policies generate different social impacts within poor communities.
The microenterprise earnings of microfinance clients in southeastern Sri Lanka are linked to their initial incomes. Poorer clients face geographic, financial and sociocultural barriers to entry to the most promising microenterprise occupations, leading them to select low-value activities with poor growth prospects. In semi-urban areas, poverty impacts could be strengthened by supplementing loans with nonfinancial interventions encouraging poor clients to select higher-value occupations. In arid rural areas, where microenterprises face severe market and infrastructure constraints, microenterprise development is unlikely to facilitate poverty exit.
Superb leaders have very different ways of directing a team, a division, or a company. Some are subdued and analytical; others are charismatic and go with their gut. And different of situations call for different types of leadership. Most mergers need a sensitive negotiator at the helm whereas many turnarounds require a more forceful kind of authority. Psychologist and noted author Daniel Goleman has found, however, that effective leaders are alike in one crucial way: they all have a high degree of what has come to be known as emotional intelligence. In fact, Goleman's research at nearly 200 large, global companies revealed that emotional intelligence--especially at the highest levels of a company--is the sine qua non for leadership. Without it, a person can have first-class training, an incisive mind, and an endless supply of good ideas, but he still won't make a great leader. The components of emotional intelligence--self-awareness, self-regulation, motivation, empathy, and social skill--can sound unbusinesslike. But exhibiting emotional intelligence at the workplace does not mean simply controlling your anger or getting along with people. Rather it means understanding your own and other people's emotional makeup well enough to move people in the direction of accomplishing your company's goals. In this article, the author discusses each component of emotional intelligence and shows through examples how to recognize it in potential leaders, how and why it leads to measurable business results, and how it can be learned. It takes time and, most of all, commitment. But the benefits that come from having a well-developed emotional intelligence, both for the individual and the organization, make it worth the effort.
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