Women leadership

Women leaders at garment sector improve their leadership skills for better productivity

Hundreds of women leaders in garment sector have improved their leadership skills through the Supervisory Skills Training organized by Better Work Indonesia, a partnership programme of the ILO and International Finance Cooperation (IFC). The improved skills have also increased the productivity.

Feature | Bandung, West Java, Indonesia | 27 February 2023
Lina Karliana, Quality Control Supervisor, manages over 250 employees at the quality control department. (c) ILO/BWI Project
Lina Karliana, Quality Control Supervisor at a garment company in Bandung, West Java, recalled how she used to raise her voice and scold her subordinates for rejected products and failure in adhering the quality standards. As a quality control supervisor, she had to shoulder the responsibility from upper management and buyers for delayed shipment, making her stressful and panicked.

Now I am more of a professional communicator. When I face problems, I first think of the solutions instead of being angry."

Lina Karliana, Quality Control Supervisor at a garment company in Bandung, West Java
However, she is now a changed person after joining the Supervisory Skills Training (STT) on communication styles, conducted by Better Work Indonesia (BWI)—a partnership programme between the International Finance Cooperation (IFC) and the ILO. During the training, she learnt different styles of communications: passive, aggressive and professional.

“I learnt that my styles were being aggressive when I felt upset, but at the same time, I could be passive when I get panicked,” she recalled. “Now I am more of a professional communicator. When I face problems, I first think of the solutions instead of being angry.”

Lina added that the training has taught her how to use the “emotional bank” that would be flourished with positive interactions and attitudes. Since then, she attempted to change the way she interacted with her subordinates. As a result, thanks to her “deposits” of positive behaviours, she has been trusted to manage over 250 employees at the quality control department.

We believe that with SST, we can suppress verbal harassment on the production floor and encourage the birth of respectable, professional leaders who build and encourage positive work atmospheres."

Shelly W. Marliane, BWI’s Training Team Leader
Shelly W. Marliane, BWI’s Training Team Leader, stated that although most supervisors in the garment sector are dominated by women, they often lack the knowledge and leadership skills to become supervisors. As a result, they tend to end up with a high temper under high pressures. “BWI’s 2021 report cites that the most common barriers to women’s leadership are insufficient experiences in general or line management and lack of leadership training,” Shelly explained.

To improve the quality of women’s leadership in the garment sector, BWI’s SST has trained hundreds of factory supervisors and supervisor candidates since 2014. A survey on the impact of SST showed a decreased turnover rate for lines whose supervisors participated in SST as well as better levels of satisfaction and productivity.

“The SST has shown these supervisors that there is a way to be a respected leader without having to be hostile to the workers,” said Shelly. “We believe that with SST, we can suppress verbal harassment on the production floor and encourage the birth of respectable, professional leaders who build and encourage positive work atmospheres.”

Depi Puji Astuti, a line leader at one of garment companies in the country. (c) ILO/BWI Project
Line leaders have also benefitted from the SST. When appointed as the line leader six years ago, Depi Puji Astuti had to deal with much older and experienced subordinates who often belittle her orders and decisions. Feeling frustrated, she often vented her emotions by yelling and shouting to her team members.

My team has appraised me for being able to better control my emotions now."

Depi Puji Astuti, a line leader
After joining SST, the 31-year-old leader learnt that she should use more encouraging words and openly discuss with her team’s expectation from her and, in return, Depi would ask for her team’s support to complete their targets and orders from buyers.

“My team has appraised me for being able to better control my emotions now,” Depi said.

Similarly, Puput Rahmadanti also witnessed the change in her line. As a line leader, she often received complaints from her team and the team also frequently fell behind targets. Such pressure had pushed her to be more aggressive at her team and her anxiety even pushed her to make rash decisions.

“Thanks to SST, I learnt how to be more composed when making decisions and how to be more compassionate when handling people. I remember the advice of my trainer that as a leader, we need to capture the heart of our team so that we can earn their respect and be closer to them. Such approach has helped me increasing the productivity of my team,” she concluded.