Progression Aspirations and Leadership

2013 ◽  
pp. 192-215
Keyword(s):  
Occupational Segregation ◽  
Career Progression ◽  
Double Bind ◽  
Leadership Roles ◽  
Senior Women ◽  
Management And Leadership

This chapter aims to: discuss prominent barriers to women’ career progression and development; demonstrate how senior women face a double bind, in that they need to adopt masculine traits in order to succeed in management and leadership roles, but are viewed negatively for behaving in masculine and therefore unfeminine ways; debate that view of management as masculine as persisting, in societies and organisations; explore how women are disadvantaged in the workforce; and discuss how gendered occupational segregation perpetuates.

scholarly journals An exploration into the opportunities and constraints for career progression into leadership roles for School Business Managers in the state sector in England

2021 ◽  
pp. 089202062199967
Author(s):  
Josephine Marchant
Keyword(s):  
Career Progression ◽  
The State ◽  
Research Approach ◽  
Leadership Roles ◽  
Business Managers ◽  
Structured Interviews ◽  
State Sector ◽  
Education Professionals ◽  
School Business ◽  
Survey Responses

Drawing on data from 116 survey responses by School Business Managers, and 7 semi-structured interviews with education professionals carried out between October 2017 and February 2018, this article reports on findings from a research project focussing on the opportunities and constraints for career progression into leadership roles for School Business Managers (SBMs) in the state sector in England. The article considers the differing roles and responsibilities of SBMs, how leadership is perceived in schools, the visibility of the SBM role, career aspirations of the SBMs who were surveyed, and the perceived constraints to progression to leadership roles. Analysis of the data was carried out using an inductive research approach using mixed methods. Snowballing was used to obtain a meaningful sample size for survey responses. Interviewees were chosen on the basis of judgement sampling. The sampling design for the survey and the interviews was one of non-probability. Findings suggest that leadership roles for SBMs do exist but that there are considerable constraints to these being achieved, not least the lack of appetite amongst SBMs to do so.

Barriers and enablers to women in fire and emergency leadership roles

2019 ◽  
Vol 34 (2) ◽  
pp. 78-93 ◽  
Author(s):  
Debra Parkinson ◽  
Alyssa Duncan ◽  
Frank Archer
Keyword(s):  
Role Models ◽  
Online Survey ◽  
Leadership Roles ◽  
Structured Interviews ◽  
Family Responsibilities ◽  
Content Type ◽  
Management Leadership ◽  
Senior Women ◽  
Qualitative Component ◽  
In Fire

Purpose The purpose of this paper is to understand what (if any) actual and perceived barriers exist for women to take on fire and emergency management leadership roles within the Department of Environment, Land, Water and Planning, Victoria, Australia. Design/methodology/approach An anonymous quantitative online survey was used to collect data about opinions and thoughts of staff. This informed the qualitative component of the research – in-depth, semi-structured interviews and a focus group. The combination of these techniques provides deeper insight into the nature of the barriers for women. Findings Respondents identified real barriers for women accessing leadership roles in fire and emergency. Reflecting the wider literature on barriers to women in executive roles, those identified related to sexism, career penalties not faced by men for family responsibilities, and assumptions of women helping other women’s careers. There were more men in senior roles, leaving senior women isolated and often overlooked. Women had fewer role models and sponsors than men and less developed networks, finding it harder to access training and deployments. The context was described by most as “a boys’ club”, where men were seen to dominate meetings and stereotype the abilities of women. Originality/value This paper analyses the barriers to women in fire and emergency leadership roles within a masculine workplace and is rare in including a qualitative aspect to the issue in the Australian context.

Academic leaders’ double bind: challenges from an Indonesian perspective

2019 ◽  
Vol 34 (2) ◽  
pp. 397-416
Author(s):  
Maria Jacinta Arquisola ◽  
Ambika Zutshi ◽  
Ruth Rentschler ◽  
Jon Billsberry
Keyword(s):  
Role Expectations ◽  
Double Bind ◽  
Leadership Roles ◽  
Cultural Experience ◽  
Academic Leaders ◽  
Leadership Practice ◽  
Content Type ◽  
Gender Role Expectations ◽  
Resource Limitations ◽  
Pastoral Calling

Purpose The purpose of this paper is to examine the mechanisms that explain the complexities Indonesian higher education (HE) academic leaders (ALs) experience in performing leadership roles. The research addresses the questions: How do Indonesian ALs perceive their roles in HE? What are the challenges facing Indonesian ALs in their roles in the Indonesian HE context? To what extent does gender impact how ALs act and are perceived? Design/methodology/approach In sum, 35 ALs from six Indonesian universities representing top executive positions were interviewed. Data were analysed thematically using a retroductive process followed by a series of on-site member-checking activities to establish credibility and authenticity of the findings. Findings The religious principles of amanah (the “altruistic calling” of their functions needing dedication, commitment, and passion) unique to the Indonesian cultural experience influence ALs views of leadership. ALs face role constraints due to resource limitations, experiencing a double bind, while harmonising differences due to ascribed social status and position. Research limitations/implications Supportive structures effective for academic leadership practice must be created, further studies on male ALs’ roles in promoting the leadership ascent of female ALs and promoting work-life balance will improve ALs’ visibility and salience in steering institutional growth. Originality/value This is the first study to focus a critical lens on the complexities of context-based leadership practice as it is influenced by amanah. Layers of constraints confronting female ALs were documented due to exigencies of gender role expectations and resource limitations, yet they exhibited paternal navigational skills beyond the maternal and pastoral calling of their roles.

scholarly journals Women in senior post-graduate medicine career roles in the UK: a qualitative study

JRSM Open ◽  
2016 ◽  
Vol 8 (1) ◽  
pp. 205427041666930 ◽  
Author(s):  
Anthony Curtis ◽  
Lizzie Eley ◽  
Selena Gray ◽  
Bill Irish
Keyword(s):  
Social Support ◽  
Medical Education ◽  
Qualitative Study ◽  
Graduate Medical Education ◽  
Career Progression ◽  
Senior Leadership ◽  
Leadership Roles ◽  
Post Graduate ◽  
Graduate Medical ◽  
The Uk

Objectives This qualitative study sought to elicit the views, experiences, career journeys and aspirations of women in senior post-graduate medical education roles to identify steps needed to help support career progression. Design In-depth semi-structured telephone interviews. Setting UK. Participants Purposive sample of 12 women in a variety of senior leadership roles in post-graduate medical education in the UK. Main outcome measures Self reported motivating influences, factors that helped and hindered progress, key branch points, and key educational factors and social support impacting on participants' career in postgraduate medicine. Results Respondents often reported that career journeys were serendipitous, rather than planned, formal or well structured. Senior women leaders reported having a high internal locus of control, with very high levels of commitment to the NHS. All reported significant levels of drive, although the majority indicated that they were not ambitious in the sense of a strong drive for money, prestige, recognition or power. They perceived that there was an under-representation of women in senior leadership positions and that high-quality female mentorship was particularly important in redressing this imbalance. Social support, such a spouse or other significant family member, was particularly valued as reaffirming and supporting women’s chosen career ambition. Factors that were considered to have hindered career progression included low self-confidence and self-efficacy, the so-called glass ceiling and perceived self-limiting cultural influences. Factors indirectly linked to gender such as part-time versus working full time were reportedly influential in being overlooked for senior leadership roles. Implications of these findings are discussed in the paper. Conclusion Social support, mentorship and role modelling are all perceived as highly important in redressing perceived gender imbalances in careers in post-graduate medical education.

How equal is access to senior management and leadership roles in the NHS?

2021 ◽  
Vol 27 (9) ◽  
pp. 244-247
Author(s):  
Farida Chasma ◽  
Zaheer Khonat
Keyword(s):  
Daily Basis ◽  
Senior Management ◽  
Clinical Staff ◽  
Leadership Roles ◽  
Leadership And Management ◽  
The World ◽  
Management Roles ◽  
Minority Ethnic ◽  
Equality Standard ◽  
Management And Leadership

In 2015, the NHS was named the fifth largest employer in the world, comprising clinical and non-clinical staff from varying backgrounds, all of whom impact lives on a daily basis through their work. In 2020, over 20% of this workforce identified as Black, Asian or minority ethnic, yet less than 13% of senior positions in the NHS, including band 8A and higher, are held by individuals in this group. Although the Workforce Race Equality Standard was introduced in 2015 to help address this issue, there is still work to be done. Therefore, this article highlights racial and ethnic discrepancies in positions of leadership and management in the NHS, and explores the programmes available and the steps that Black, Asian and minority ethnic employees can take to help them progress to senior management roles.

scholarly journals Gender-related challenges facing oncologists: the results of the ESMO Women for Oncology Committee survey

ESMO Open ◽  
2018 ◽  
Vol 3 (6) ◽  
pp. e000422 ◽  
Author(s):  
Susana Banerjee ◽  
Urania Dafni ◽  
Tamara Allen ◽  
Dirk Arnold ◽  
Giuseppe Curigliano ◽  
...  
Keyword(s):  
Gender Gap ◽  
Online Survey ◽  
Work And Family ◽  
Career Progression ◽  
Leadership Role ◽  
Leadership Roles ◽  
Pay Gap ◽  
Representation Of Women ◽  
Family Balance ◽  
Flexible Working

BackgroundAlthough women account for a growing proportion of the oncology workforce, there is evidence they are under-represented in leadership roles. To gain further insights into this issue and extend understanding of gender challenges, the European Society for Medical Oncology Women for Oncology (W4O) Committee undertook a survey of female and male oncologists in 2016.DesignThe 2016 W4O questionnaire included questions on (1) Demographics and professional environment, (2) Gender impact on career development, (3) Challenges for career progression and inappropriate behaviour experienced in the workplace, (4) Barriers for gender parity and (5) The gender gap. Between July and September 2016, the online survey was available to male and female clinical and academic oncology healthcare professionals in the EU and internationally.ResultsResponses were analysed from 462 oncologists, of whom 76.7 % were women. Of female respondents, 45.5 % had a managerial or leadership role, compared with 65 % of male respondents (p<0.001). Men were more likely to have leadership roles, even in clinical teams with more women than men. Women respondents were more likely to consider their gender had a major impact on their career than men: 35.9 % vs 20.9 % (p<0.001). The biggest challenge to career progression for women was work and family balance (64.2%). Of female respondents, 14.4 % believed there had been significant or major progress in closing the gender pay gap compared with 39.3 % of men (p<0.001). Of female participants, 37.7 % reported they had encountered unwanted sexual comments by a superior or colleague.ConclusionsNew initiatives are needed to address under-representation of women oncologists in leadership roles, including greater and concrete promotion of work–life balance, development and leadership training for women, and more support for flexible working. The fact that over a third of women in the survey had encountered unwanted sexual comments at work is of great concern and must be urgently addressed.

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