scholarly journals Pipeline problem: Factors influencing the underrepresentation of women in top leadership positions in sports organisation

2018 ◽  
Vol 7 (2) ◽  
Author(s):  
Mirian Pabatao Aman
Keyword(s):  
Women Leaders ◽  
Interpersonal Relationships ◽  
International Olympic Committee ◽  
Leadership Roles ◽  
Leadership Position ◽  
Leadership Positions ◽  
Factors Influencing ◽  
Leadership Pipeline ◽  
Underrepresentation Of Women ◽  
Executive Boards

National Sports Associations, National and International Sports Federations and even International Olympic Committee continue to struggle meeting the 20% representation quota of women in executive boards. Although women’s representation as athletes, coaches and officials increased in national and international sports competitions but not in leadership particularly in top positions. In sports leadership, empirical research showed statistical figures that women have gained access in leadership pipeline however, they still lack in representing the executive boards. This study is a part of a larger phenomenological investigation which purpose was to identify factors that may influence the persistent underrepresentation of women in top leadership position. From a purposive maximum variation sampling of seven participants, top women leaders in Malaysia national sports organisations were interviewed about their career path and experiences on how and why women top leaders continue to lag behind with their male counterparts. Results suggest self-limiting behaviors, work-life conflict and interpersonal relationships among other women contributed to the underrepresentation of women in top positions. Factors attributed to social perception of gender and leadership roles incongruence also limited women leaders’ access in organisations which subsequently contributed to pipeline problem. Moreover, participants offered suggestions in overcoming the challenges and personal strategies in advancing opportunities and career development.

scholarly journals Gender Segregation and Trajectories of Organizational Change: The Underrepresentation of Women in Sports Leadership

2019 ◽  
Vol 34 (1) ◽  
pp. 81-105 ◽  
Author(s):  
Madeleine Pape
Keyword(s):  
Organizational Change ◽  
Women Leaders ◽  
Gender Equity ◽  
Gender Segregation ◽  
Leadership Positions ◽  
Women's Bodies ◽  
Sports Organizations ◽  
Underrepresentation Of Women ◽  
Integrated Leadership ◽  
Gender Similarity

This article offers an account of organizational change to explain why women leaders are underrepresented compared to women athletes in many sports organizations. I distinguish between accommodation and transformation as forms of change: the former includes women without challenging binary constructions of gender, the latter transforms an organization’s gendered logic. Through a case study of the International Olympic Committee from 1967-1995, I trace how the organization came to define gender equity primarily in terms of accommodating women’s segregated athletic participation. Key to this was the construction of women’s bodies as athletically able but inferior to men, an arrangement formalized in codified rules and procedures and legitimized by external stakeholders. Defined in these terms, gender equity did little to transform the organization’s binary and hierarchically gendered logic, which continued to shape the informal norms and procedures associated with the organization’s allegedly gender-neutral and meritocratic yet male-dominated leadership. I argue that the exclusion of women from ostensibly gender-integrated leadership positions allows organizations to avoid revealing gender similarity between men and women. This maintains a logic underpinned by notions of binary gender difference and masculine superiority.

Enabling factors that contribute to women reaching leadership positions in business organizations

2017 ◽  
Vol 40 (2) ◽  
pp. 165-194 ◽  
Author(s):  
Rusmir Cimirotić ◽  
Verena Duller ◽  
Birgit Feldbauer-Durstmüller ◽  
Bernhard Gärtner ◽  
Martin R.W. Hiebl
Keyword(s):  
Service Sector ◽  
Management Accounting ◽  
Leadership Position ◽  
Structured Interviews ◽  
Leadership Positions ◽  
Female Executives ◽  
Enabling Factors ◽  
Content Type ◽  
Management Accountants ◽  
Underrepresentation Of Women

Purpose Although the number of women working in management accounting has increased, the percentage of female executives in this area remains low. Previous studies examining the underrepresentation of women in accounting leadership positions have analyzed factors that hinder women from reaching these positions. The purpose of this paper, by contrast, is to identify factors that support the advancement of those female executives who have reached a leadership position. Further, this paper highlights the self-reported obstacles and difficulties faced by respondents in reaching their current positions. Design/methodology/approach Semi-structured interviews were conducted face-to-face with ten female executives in the management accounting departments of Austrian firms. The interview transcripts were analyzed by using the general inductive approach. Findings The results of the study show that most women classified their social skills and professional expertise as the key factors leading to their successful advancement; however, they also highlighted that ambition and luck played important roles. The authors found that support from both life partners and superiors was essential for these women in reaching their current positions and in handling difficulties when in a leadership position. Further difficulties include working time, work-life balance and motherhood. Research limitations/implications As the findings are based on interviews conducted with female Austrian executives in large (more than 250 employees) manufacturing- or service-sector firms, they are not readily generalizable. Practical implications This study identifies factors that may help prospective female management accounting executives reach leadership positions. Furthermore, less senior female management accountants may learn from this paper that women who have already reached leadership positions in management accounting may have had to cope with problems similar to those that younger and less senior female management accountants currently experience. Originality/value This paper is among the first to address gender in the field of management accounting.

Have Women Broken the Glass Ceiling in North American Dental Leadership?

2019 ◽  
Vol 30 (3) ◽  
pp. 78-84 ◽  
Author(s):  
J. Li ◽  
R. de Souza ◽  
S. Esfandiari ◽  
J. Feine
Keyword(s):  
Women Leaders ◽  
North American ◽  
Professional Associations ◽  
The United States ◽  
Senior Leadership ◽  
Leadership Positions ◽  
Women Editors ◽  
Underrepresentation Of Women ◽  
Dental Professional ◽  
Dental Schools

In the last few decades, the number of women graduating from North American (NA) dental schools has increased significantly. Thus, we aimed to determine women’s representation in leadership positions in NA dental and specialty associations/organizations, dental education, and dental journals, as well as the proportion of men/women researcher members of the American Association for Dental Research (AADR). We contacted NA dental associations to provide us with the total number and the men/women distribution of their members. Men/women distributions in leadership positions were accessible from the internet, as were data on the sex of deans of NA dental schools. Data on the editors in chief of NA dental journals were gathered from their websites, and the AADR provided the number and sex of its researcher members. Collected data underwent descriptive statistics and binomial tests (α = 0.05). Our findings suggest that women are underrepresented in leadership positions within the major NA dental professional associations. While the median ratio of women leaders to women members in professional associations is 0.91 in Canada, it is only 0.67 in the United States. The same underrepresentation of women is evident in the leadership of the Canadian Dental Association and the American Dental Association. We found that women are underrepresented as deans and editors in chief for NA oral health journals. Only 16 of 77 NA dental school deans are women, while 3 of 38 dental journals have women editors in chief. The probability of finding these ratios by chance is low. However, the number of women dental researcher AADR members underwent an overall increase in the past decade, while the number of men declined. These results suggest that, despite the increase in women dentists, it will take time and effort to ensure that they move through the pipeline to senior leadership positions in the same manner as their male colleagues.

scholarly journals On the Periphery: Examining Women’s Exclusion From Core Leadership Roles in the “Extremely Gendered” Organization of Men’s Club Football in England

2021 ◽  
pp. 089124322110463
Author(s):  
Amée Bryan ◽  
Stacey Pope ◽  
Alexandra J. Rankin-Wright
Keyword(s):  
Organizational Change ◽  
Women Leaders ◽  
Women's Leadership ◽  
Male Dominance ◽  
Leadership Roles ◽  
Gender Pay Gap ◽  
Pay Gap ◽  
Gendered Organizations ◽  
Football Clubs ◽  
Underrepresentation Of Women

In this article, we frame men’s club football as an “extremely gendered” organization to explain the underrepresentation of women leaders within the industry. By analyzing women’s leadership work over a 30-year period, we find that women’s inclusion has been confined to a limited number of occupational areas. These areas are removed, in terms of influence and proximity, from the male players and the playing of football. These findings reveal a gendered substructure within club football that maintains masculine dominance in core football leadership roles and relegates women to a position of peripheral inclusion in leadership roles. Through a discourse analysis of gender pay gap reports, we show that men’s football clubs legitimize women’s peripheral inclusion by naturalizing male dominance at the organizational core. These findings are significant because they demonstrate that men’s football clubs, as masculinity-conferring organizations, have excluded women from core roles to maintain their masculine character while superficially accepting women into roles that do not challenge the association of football with hegemonic masculinity. Therefore, organizational change may be possible only if women are granted greater access to core organizational roles. Here, we offer a new theoretical framework for “extremely gendered” organizations that can be applied to other sporting and male-dominated contexts to analyze women’s access to core leadership roles.

Women Advancing to Leadership Positions: A Qualitative Study of Women Leaders in IT and ITES Sector in India

2018 ◽  
Vol 5 (2) ◽  
pp. 150-172
Author(s):  
Shubhasheesh Bhattacharya ◽  
Sweta Mohapatra ◽  
Sonali Bhattacharya
Keyword(s):  
Information Technology ◽  
Women Leaders ◽  
Organizational Factors ◽  
Women In Leadership ◽  
Leadership Roles ◽  
Key Factors ◽  
Structured Interviews ◽  
Leadership Positions ◽  
Multiple Case

The article examines the key factors that facilitate the advancement of women to leadership positions in the information technology and information technology enabled services (IT and ITES) sector in India. It adopted interview based exploratory case study method using multiple case studies and gathered empirical data using in-depth semi-structured interviews. The study identified critical individual and organizational factors which facilitate the advancement of women in leadership positions. The findings are of value to human resource and diversity practitioners to create gender-balanced and inclusive leadership in the organizations that would lead to attracting, retaining and developing women talent for leadership roles.

scholarly journals Social Construction of Women Leaders among College Students

2021 ◽  
Vol 1 (1) ◽  
pp. 38-47
Author(s):  
A. Octamaya Tenri Awaru ◽  
Muhammad Syukur ◽  
Muhammad Taufik Hidayat ◽  
Supriadi Torro
Keyword(s):  
Social Construction ◽  
Women Leaders ◽  
Qualitative Method ◽  
Structured Interview ◽  
Women's Leadership ◽  
Accurate Information ◽  
Leadership Roles ◽  
Equal Rights ◽  
Leadership Positions ◽  
The Social

Over the years men have been dominant as leaders and consider women less suitable and competent for leadership roles due to various reasons. On the contrary women of the twentieth and twenty-first centuries are emerging as successful leaders in various segments of society. But with enormous struggle and they are also few in number compared to men. Gender stereotyping is no more a relevant concept as men and women occupy all positions irrespective of their gender. Leadership has been possible for some women while others don’t get the same opportunity men get in leading organizations. Some women struggle and fight their way into leadership positions while others don’t. Women are ignored or set aside based on several reasons one primary being they need to take care of the home. Though all sort of justification is made for women not being in leadership positions it is important to understand the loss the society faces due to minimum women leaders. Despite all of this, women are said to have equal rights with men in terms of leadership. This study examines the factors that help in the formation of women leaders among the students and the social construction of women leaders among the students. This study uses a qualitative method via a structured interview. The informants of this study are selected based on certain criteria with the belief that the informants will provide accurate information related to women’s leadership among students.

scholarly journals Book Review: Higher Education, Leadership and Women Vice Chancellors

2016 ◽  
Vol 7 (1&2) ◽  
Author(s):  
Pamela L. Eddy
Keyword(s):  
Higher Education ◽  
Leadership Development ◽  
Women Leaders ◽  
The United States ◽  
Leadership Positions ◽  
Doctoral Studies ◽  
Vice Chancellor ◽  
College Leaders ◽  
Underrepresentation Of Women ◽  
Vice Chancellors

The paucity of women leaders in higher education continues despite advancement by women in other fronts of the educational pipeline.  Today, more women are attending and graduating from college in the United States, but something occurs en route to the top-level leadership positions in these same college settings.  The portrait of college leaders continues to consist of White men, as it has since the initial founding of universities.  Paula Burkinshaw analyzes the situation of the missing women leaders in the United Kingdom, specifically in the position of Vice Chancellor.  Burkinshaw’s long career in leadership development in university settings initially provided her with an awareness of the underrepresentation of women in top leadership positions.  As she began her doctoral studies, she had an opportunity to ask “where are the women?”  Her book builds on her dissertation research, which involved one-on-one interviews with 18 women who were vice chancellors.

Advancing Women Leaders in Academe

2017 ◽  
pp. 256-273
Author(s):  
Cynthia Roberts
Keyword(s):  
Women Leaders ◽  
Role Models ◽  
Individual Preference ◽  
The United States ◽  
Women In Leadership ◽  
Leadership Roles ◽  
Leadership Positions ◽  
Organizational Issues ◽  
Micro Level ◽  
The Individual

Much has been written about the dearth of women in leadership positions within the academy both in the United States as well as abroad, however, the percentage of women in key roles continues to remain stagnant. This chapter reviews the forces at play that promote and/or hinder the advancement of women into leadership roles. Several barriers to progression have been identified in the literature ranging from implicit bias, individual preference, and struggles with work life balance to organizational issues such lack of adequate role models and a culture structured around masculine archetypes. Although much is written about programming aimed at the individual or micro level, the larger context of organizational culture must be addressed in order to effect real change. The author suggests that creating a culture of inclusion can facilitate advancement and equity and reviews aspects of the organization that can be utilized as levers for change.

scholarly journals Double Whammy: Why the Underrepresentation of Women among Workplace and Political Decision Makers Matters in Pandemic Times

2020 ◽  
Vol 16 (4) ◽  
pp. 1110-1122
Author(s):  
Deborah Jordan Brooks ◽  
Lydia Saad
Keyword(s):  
Women Leaders ◽  
Political Representation ◽  
Decision Makers ◽  
Leadership Roles ◽  
Political Decision ◽  
Representation Of Women ◽  
Female Employees ◽  
Party Members ◽  
Underrepresentation Of Women ◽  
Workplace Leaders

AbstractIn this article, we explore whether women's underrepresentation among political and workplace decision makers may subject female citizens and employees to COVID-19-related decisions that are at odds with their preferences. We find that women overall, as well as female political party members, workers, and workplace leaders in particular, share a distinctively female perspective that more heavily emphasizes caution with respect to COVID-19 compared with men. Given the limited representation of women leaders across most industries and in politics, COVID-19 regulations are thus likely to be less cautious than would be the case if there were an equitable representation of women across leadership roles. We argue that female employees, in particular, face a representational “double whammy” for COVID-19: gender imbalances in workplace leadership create inequities that are compounded—rather than redressed—by unequal political representation. We conclude by addressing how this dynamic may enhance the movement of women away from Republican candidates moving forward.

Now You See Me, Now You Don’t: A Conceptual Model of the Antecedents and Consequences of Leader Impostorism

2021 ◽  
pp. 014920632110203
Author(s):  
Ronit Kark ◽  
Alyson Meister ◽  
Kim Peters
Keyword(s):  
Popular Media ◽  
Empirical Literature ◽  
Leadership Roles ◽  
Leadership Positions ◽  
Motivation To Lead ◽  
Fertile Ground ◽  
Contextual Characteristics ◽  
Antecedents And Consequences ◽  
Formal Leadership ◽  
Leader Role

Impostorism, a phenomenon whereby a person perceives that the role they occupy is beyond their capabilities and puts them at risk of exposure as a “fake,” has attracted plentiful attention in the empirical literature and popular media. However, despite evidence that impostorism is frequently experienced by people in leadership positions, there has been little consideration of why this happens. In this theoretical article, we explain why formal leadership roles—roles that are characterized by elevated expectations, high visibility, and high levels of responsibility—are fertile ground for impostorism experiences. We also discuss how the associated self-conscious emotions of shame and fear, can increase leaders’ risk-aversion and enhance leader role performance, yet at the same time drive emotional exhaustion, and reduce their motivation to lead. This can ultimately inhibit leaders from seeking, claiming, and thriving in leadership roles. We offer individual-, dyadic-, and organization-level contextual characteristics that can either enhance or reduce this phenomenon. We also discuss how supportive organizations can mitigate leadership impostorism. Furthermore, we highlight how women and minority-status leaders may be more vulnerable to this experience and conclude by suggesting the practical implications of the leader impostorism phenomenon for individuals and organizations.

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