In August 2004, a womens magazine was launched in Mogadishu, Somalia. The magazine, called Marwo, which translates directly into the word women, is the first of its kind in the country.

Three months ago, the Somali Journalists Network launched a special branch exclusively for female journalists. The Women Wing will offer training seminars and workshops on media management and journalism skills.

These developments could indicate a changing tide of perceptions on the role of women in the media in a country which traditionally opposed their participation.

Today, one third of the journalists in Somalia are women. None of these journalists however, are in management positions.

In Somalia, women are trying to get their foot in the door to hold management positions, but it is extremely difficult without the training and education they need to assume these positions. The perception that women do not possess the professional skills to be managers is not unfounded, because until now they have had very little access to any sort of training or education. Still today, 95 percent of women in Somalia are illiterate. says Mohamed Ibrahim Isak, acting secretary general of the Somali Journalists Network.

This is why, in December 2004, the Women Wing was launched. Currently there are only four journalists who are members of the wing headed by Nasror Ali Arus, a radio broadcaster. According to Isak, there are around 80 female journalists working in Mogadishu. Although the 2005 training schedule has yet to be finalised, the Wing will encourage female journalists to participate in management courses such as business communication, as well as encourage their participation in the Journalists Networks Media for Democracy programme, and a number of training workshops organised by the International Federation of Journalists.

Isak believes that many gains have been made within Somali society to accept the greater participation of women in the media: Times are changing in Somalia. Before, if a womans voice was heard on the radio, her family would object. Similarly, it was very difficult for women to make investigative reports as the interview subject would be less receptive to a woman than a man. If a woman was sent to make an interview with a man, he would see this as an insult to his position or his level of hierarchy, says Isak.

Trends can also been seen outside Somalia. Nancy J Adler, a Canadian university professor who has studied women in media management positions writes: Countries around the world, most for the first time, are turning to women leaders rather than the traditional cohort of men. People want change. They hope and imagine that women will bring a more inclusive and compassionate approach to leadership. Since women are not bound by rigid traditions of leadership, they are free to exhibit both courage and humility. Because, more often than note, they have a vantage point outside the chain of command, they are free to operate in ways that are truly innovative.

By leading from inside the organisation, women see the value of inclusion and fostering relationship. They recognise the value in offering programmes that develop those with whom they work. They willingly tackle the challenges of preparing current and future leader, addressing diversity, retaining high performers, managing collective knowledge and reducing the cost of learning. Such collaborative relationships enable the organisation to grow efficiently.

Still it is far from easy for a Somali woman to work within the media.

One womans husband heard her voice on the radio and divorced her -- she had seven children with him. He divorced the journalist, took her children, and took another wife. This was six months ago. The journalist continues to work today.

Another journalist, who covers a beat on social affairs for a local newspaper, wrote an investigative piece on domestic violence. Her husband could not understand why she would write about someone elses business, but for this journalist, she felt obligated to report because this was her job. Three months ago he divorced her, says Isak.

In launching the Women Wing, the Somali Journalists Network also hopes to send a signal to Somali society that women are an integral part of the media scene. It hopes to encourage women media to become members to help hone their own skills and better equip themselves. We launched the Wing to establish the foundations for women to participate in the Somali media scene. Currently there are no other bodies for women like this one, says Isak.

The one exception to the general rule that women have not yet reached management levels in Somali media, is found at Marwo magazine. The editor-in-chief of the magazine is a woman, and all but one of the 17 reporting staff are also female.

The 60-page magazine is the first of its kind in Somalia, and covers subjects ranging from politics to sports, however all from a female perspective. The magazine, which is a monthly, also covers issues of gender equality and stereotypes. All of the magazines staff work on a voluntary basis. A local womans organisation covers the printing cost of the magazine. The magazine costs only 10,000 Somali shillings, or the equivalent of 8 US cents.

Isak is the one male staff member at the six-month old magazine: One of the objectives of the magazine is to show that it is normal to work with women as well as men in the media. It is a very special magazine, and I have only had very positive experiences from working there, says Isak.

Nor has Isak ever faced a negative reaction to his involvement with an all womens magazine. The only reactions I have had from people is that of congratulations.

The women I work with have good minds and high hopes. We dont mind working for free, because we can see the way of the future.

This theory gets support from Nancy J Adler at McGill University who writes: Women leaders are different. //...// They dont have a desire for power per se, but rather are committed to bettering society. Many are drafted by those who see their potential. And they tend to draw their support from the public, not the corporate or political power structure. Todays leaders are asked to do more with fewer resources. To meet these new demands, workplace roles change and organisations must adjust to compete. This difficult environment opens the door for womens style of leadership and in order to succeed, businesses must recognise this need and call on women to lead.