Her main passion is mentorship. She wants to see the number of successful women leaders in businesses, politics, corporate world, associations and religious bodies among other institutions grow.

Fidelis Karanja is the founder and Executive Director of Young African Women Initiative (YAWI) that has rolled out a program aimed at driving the inclusivity agenda for women, providing a conducive working environment for women, and mentoring and empowering women to develop their potential to be confident.

According to Ms Karanja prescribed gender roles, patriarchal attitudes, structural barriers, limited financial resources, non-compliance with the regulations that are gender-responsive and limited training on navigating the governance landscape have reduced the pool of women in leadership and decision-making processes.

The initiative brings together women from private enterprises and public sectors, providing space for them to hold candid conversations on what drives them to take up positions in social, political
and corporate spheres.

They also deliberate on what they ought to do to remain resilient and relevant amid many challenges that face women leadership

Ms Karanja says that paving the way for more women in the political, business, and civic arena is an investment in more just, equitable, and peaceful societies.

The mentorship programme was started in 2023, with women in leadership positions mentoring other younger women to nurture their leadership skills, attitudes and behaviours.

It utilizes storytelling as a powerful tool, where these mentors who include National Government Administration Officers, businessmen and political leaders share how struggles and victories in their personal lives have related to and impacted their performance in their professional lives.

Ms Karanja says that the reality is that some of the biggest obstacles that women are facing now, both in the political arena, corporate world and elsewhere, are the absence of an enabling environment in which they can grow their competencies an
d rise through the leadership ranks – despite being just as capable and growth-oriented as their male counterparts.

Through the initiative that is currently involving 30 women aged between 21 and 45 years the mentors guide and advise the participants, inspiring them to greater heights.

‘For a young woman observing a female leader or an administrator in her locality with whom she identifies and who is breaking glass ceilings and thriving in her field, gives her the confidence that she too can advance to those upper levels,’

In trying to unsettle a long-lasting status quo in Kenya’s mainly patriarchal society, Ms Karanja repeatedly pronounces the catchphrase ‘What a man can do, a woman can do better’

‘While some people are born with intrinsic leadership abilities, such traits need to be nurtured to enable one to fulfill their purpose. Again, there is a great need for those who want to lead to come out and front themselves for various positions,’ the Executive Director indicates.

Ms Karanja observes that in
dividually, some women often lack confidence in their ability to lead, viewing themselves as less qualified for key leadership positions. To overcome these barriers, YAWI is collaborating with the government, educational institutions, employers, and non-governmental organizations in confidence and capacity building initiatives among the mentees.

YAWI is also championing an environment that is positive, inclusive, and supportive of women. This is being accomplished by lobbying stakeholders in both the public and private sectors to put in place infrastructure and policies that will allow women to excel in their careers and as leaders.

‘They are being trained on a combination of hard and soft power which is necessary for leadership development. Communication, flexibility and patience are important soft power traits of strong leaders, as are hard work and confidence,’

The Executive Director adds that mentorship programmes are designed to boost self-esteem and desirable leadership skills in women.

‘We also emp
loy role modelling which has an undeniable impact on women in leadership. It provides an identity and a sense of belonging in leadership, fostering a personal connection among women. If a man can sit at the helm of a leading company and be entrusted with making hard decisions to guide a company through turbulence, a woman too can,’

The initiative is also targeting women aspiring to be Members of County Assembly by addressing obstacles created by the society that have been frustrating women’s efforts to get into electoral positions that include political violence and patriarchal attitudes.

Ms Karanja adds that though success may not come in the first instance, they are encouraging those MCA aspirants who want to succeed not to give up but must keep on trying.

And despite the number of women parliamentarians growing over the years, the Executive Director affirms that this is a small proportion compared to their population.

The 2022 General Election had a bitter-sweet outcome for Kenyan women leaders.

In co
ntrast to 2013 elections when all the 47 gubernatorial positions were clinched by men, the 2022 polls saw seven women governors, three senators and 29 MPs romp home.

Nevertheless, regardless of this remarkable improvement, the achievement of the two-thirds gender rule, as stipulated in the Constitution again proved elusive. The polls did not cure the elusiveness of the two-thirds gender rule in elective politics despite the country recording the highest number of women to ever be elected.

So, what is the missing link?

According to Young African Women Initiative (YAWI) Executive Director Ms Fidelis Karanja there need for increased mentorship programs to encourage women to go for elective and appointive leadership positions in politics, businesses, associations and religious organizations among others

Ms Karanja says that women need to shift gears and go for top elective and appointive leadership positions if they desire to occupy such offices.

She further says that women need to work towards nurturing the
ir leadership skills by making applications whenever opportunities arise.

She urges women to believe in themselves, be intentional and have the courage to go for what they want.

According to Ndimu Ndege Sub-location Senior Assistant Chief Ms Susan Ngare it is important for women to focus on what drives them to take up positions in social, political, and corporate leadership, and what they ought to do to remain resilient and purposefully relevant amid many challenges that face women leadership.

The Senior Assistant Chief who is also a mentor in the YAWI initiative says some of the challenges women in elective and appointive positions face include being judged on a higher pedestal than their male counterparts.

She further stresses the need for seasoned women leaders to mentor younger ones, especially for the two-thirds gender rule to be achieved.

The administrator suggests that institutions of higher learning should also start civic education and awareness programmes to encourage women leadership and that
national women leaders should also create a platform for mentorship and guidance.

‘It is important to incorporate women in leadership. When you elevate a woman you elevate the whole society,’ stated the administrator.

A beneficiary of the program, Ann Wambui from Lake View Estate says women living with disabilities should go for appointive and elective positions for better representation.

She indicates that women who are challenged have an equal role in politics and economics and should rise above retrogressive cultures.

Seizing the opportunity, she notes, would ensure their inclusion on important issues of interest to the special group.

She laments that women with disabilities are underrepresented in appointive and elective positions.

Alice Mundati, also a beneficiary of the program, observes that women have traditionally performed multiple roles seamlessly and excellently.

Ms Mundati states that their roles in nurturing, caring, and planning with grace, have kept society functioning like a well-oiled
engine over the years.

‘Having them on the driver’s seat or as key stakeholders in major roles of our society creates an unconscious spontaneous expectation that things should get better – be it in service delivery, policy making, fair treatment of all parties, customer experience among others,’ she indicates

The society, she adds, needs to step out to support women leaders and facilitate them to deliver on their assignments. The most significant barriers for women leadership across all sectors, she notes are socio-cultural expectations, lack of mentorship and networking opportunities, and gender stereotypes.

Source: Kenya News Agency