Via the submission of six published papers, this thesis draws together the body of work by Broadbridge on retail management and women’s careers. It reveals the factors that continue to be problematic for women’s careers and why in 2010 they continue to be under-represented in the retail management hierarchy. A contextual background to the selected papers is provided in three chapters which summarise some wider issues for the non specialist reader: an introduction to career development models, the gendered processes in management and a contemporary overview of retail employment in the UK. Of the six papers presented, each adopts a different theoretical perspective and so cumulatively a comprehensive understanding of the reasons for women’s continued under-representation in retail management positions is gained. The overall findings from the papers indicated that the main reasons for women’s and men’s differential experience in the retail management hierarchy can be located in issues of male control. Retail management is male dominated, male identified and male centred. This can present itself in a variety of different ways, and through overt or covert means of behaviour and underlying organisational cultures. Key theoretical contributions to the thesis are located in three sets of theory: the sexual division of labour and the organisation of retail work; the gendered retail career, and work-life balance and multiple role demands. Empirical and methodological contributions come from the corpus of data and the use and refinement of a mixed methods approach to understanding the subject area.

By the year 2000 women will constitute more than 50 percent of the workforce in the United States, yet their representation in top management and executive-level positions continues to hover in the single digits. This “glass ceiling,” which is conceptualized as limiting women's advancement into these roles, has been the subject of much debate and research over the last fifteen years. As both an equal rights and key competitive issue, the topic of women and leadership is gaining ever-increasing emphasis and momentum in American corporations. Although leadership skills have been advocated as a key human capital/person-centered variable leading to managerial ascendancy for women, the empirical research directly investigating this link is virtually non-existent. This longitudinal study proposed to measure the strength of this relationship using a matched sample of male and female managers. Eighty-five subjects, from the same U.S. based health-care products corporation, had previously participated in a multirater assessment process where seven different facets of their leadership skills were evaluated. Time two data were collected on four objective measures of ascendancy: percent change in salary, number of promotions (job moves) either offered or accepted, change in number of direct reports, and change in number of indirect reports. Multivariate analysis of covariance indicated that perceived leadership ability did lead to increased ascendancy, specifically in terms of percent salary change, for the female managers, but not for the males. Multiple regressions indicated that the female managers were not rewarded, necessarily, for gender congruent behavior in this organization, while male managers did appear to be rewarded more so on that particular dimension. Implications of these findings for female managers in the workplace were discussed.

D.Phil. / The major part of what is known about women in leadership positions, and the challenges they are facing, is based on studies conducted in first-world countries. There clearly is a gap in the literature in terms of studies that focus on female leaders in Africa. Much has still to be said about the role that cultural practices and prejudices play in hampering the growth and progress of these women. This authentic study of a South African Zulu female manager provides a unique insight into the way she negotiated the challenges of climbing the corporate ladder in a male-dominated environment. Its postmodernist approach challenges the writer to use herself as a research subject while applying the principle of reflexivity in stepping back and analysing lived experiences from a researcher‟s perspective. In opening up her innermost feelings to the world, the researcher reveals who she really is, and how she, as a Zulu woman, wife, mother, and manager, negotiated her way between her own traditional culture and the Western corporate world. This creates real challenges to the researcher, as she has to keep sliding between being the subject and being the researcher at the same time. This narrative of "self" is recreated through interviewing people who had been part of the researcher‟s life during the period which was the focus of the study as well as the researcher recalling significant events. The research focuses on the challenges of being a minority leader in a South African workplace. The resistance to a black female as their superior by black males is highlighted, as is the manner in which these cultural prejudices result in discrimination against women by members of their own culture. The research also illuminates the impact of legislation aimed at transforming the local workplace and the leadership fraternity in a post-apartheid South Africa.

A research report submitted to the Faculty of Commerce, Law and Management at the University of the Witwatersrand in partial fulfilment of the requirements for the degree of Master of Management (in the field of Public and Development Management) December 2015 / The notion of women empowerment in South Africa is steadily gaining momentum and recognition. The country has dedicated the month of August as “womens’ month” and the increased visibility of women in parliament are some of the gains made by government. However, it remains unclear what happens in the other spheres of government regarding the promotion of women and their development. This study examined the local government context by exploring the leadership development of women. The focus of this study was on the City of Johannesburg metropolitan municipality. The City of Johannesburg states that its mission is to be a “World Class African City of the Future”. Human capital and leadership therefore becomes imperative in attaining the mission and delivering effective and efficient services to the citizens of the City of Johannesburg. This study is aimed at exploring the leadership development of women in the City of Johannesburg. The focus of the study was on their development into leadership roles. A qualitative research was carried out and data were collected using semi-structured interviews and documents as secondary data. This study revealed that there was relatively good representation of women in the Members of the Mayoral Committee: there was a 50/50 gender split within the committee. However, there was a low presentation of women in other levels. Nevertheless, the focus of the study was not entirely quantitative but it was also qualitative in relation to the development of women into leadership roles. The study found that there was leadership development of employees where women were given preference over their male counterparts with regard to the intake on the programmes. Apart from the programmes held at Wits Business School, there was nothing internally which was focused on the development of women in leadership structures. This highlighted the fact that the City needed to do more in developing women. Despite this knowledge, this study revealed that policies in the City when effectively used can help in the development of women into leadership roles. This study provided recommendations that deliberate efforts should be made in developing women. The current policies in the City should be incorporated and there should be a clear strategy and targets set out regarding the development of women. / MT2017

A research report submitted to the Faculty of Commerce, Law and Management, University of the Witwatersrand, in partial fulfilment of the requirements for the degree of Master of Management in Business Executive Coaching Johannesburg, 2017 / “The obligation for working-mothers is a very precise one: the feeling that one ought to work as if one did not have children, while raising one’s children as if one did not have a job.” – Annabel Crabb, Author of The Wife Drought Women play a vital role in organisations, yet world-wide remain under-represented in key leadership positions. South Africa is no different. In addition, research indicates that professional women are ‘opting-out’ of the talent pipeline, further reducing the pool of women available to step in to senior leadership roles. Becoming a mother is life-changing, and when combined with a desire for a fulfilling career, role-conflict can occur. The guilt which accompanies role-conflict can often be overwhelming and may lead to professional women exiting organisations, taking with them valuable industry knowledge and expertise. Hence, retaining female talent is increasingly becoming a business imperative. This study aims to contribute to the field of Business Coaching by researching Maternity ‘Transition’ Coaching in an organisational context. As such, the study explored four research questions aimed at providing a systemic view of the experiences of professional women during the maternity transition period, the line manager’s role during this period, the influence of organisational culture on working-mothers, and the emergence of maternity transition coaching as a support mechanism in organisations. Following a detailed review of the literature, the research methodology of a qualitative, multiple-case study approach was selected. Two organisations (cases) were researched using semi-structured face-to-face interviews with 15 respondents, as the primary sources of data collection. The research was further supported by an analysis of secondary data, both of which allowed for a full investigation of the research questions. The key findings indicated that maternity transition coaching is a strategic necessity for organisations wishing to attract and retain female talent in the 21st Century. Transitional theory along with an understanding of life and career stages are important aspects of this genre of coaching. Coaching increased support at critical transition points, leading to the retention of the professional women in the study along with a more seamless re-integration with their careers. Further, it surfaced that line managers play a critical role in a successful maternity transition, and as such also require support. It was further concluded that a family-friendly organisational culture is an enabler to a successful maternity transition. Maternity transition coaching therefore supports professional women in their desire for a satisfying career and work-life integration. / MT2017

A research report submitted to the Faculty of Commerce, Law and Management, University of the Witwatersrand, in fulfilment of the requirements for the degree of Master of Management by Research (MMR). Johannesburg, October 2016 / The plight of the female manager as a result of gender inequality has been thoroughly documented within academic research. A well-known metaphor of this inequality is the “glass-ceiling”, a phenomenon where a female manager’s career is stymied by an invisible barrier. While the barrier takes on the characteristics of glass by being subtle, women can observe positions, but are unable to attain them because of gender discrimination. The research objective was to examine career strategies to overcome the “glass-ceiling” challenges. This empirical project contributes to the literature on gender in management by introducing a novel theory, marketing mix, when understanding the idea of a career strategy. A theoretical contribution has also been made to marketing theory in that it has been expanded by being applied to individuals, which is an unusual sample as the majority of studies on this theory have been largely conducted on organisations. A qualitative research methodology was used. Semi-structured interviews were conducted with 21 female managers participating in a leadership development programme from a State Owned Company (SOC). Key results were consistent that strategies of overcoming the “glass-ceiling” were the importance of having a professional persona, negotiating remuneration, benefits of belonging to informal networks, and the benefits of having a mentor. The researcher found that female mangers apply career strategies in order to succeed; however, these tactics were applied in silos and not holistically. These behaviours then became ineffective / GR2018

A research report submitted to the Faculty of Commerce, Law and Management, University of the Witwatersrand, in partial fulfilment of the requirements for the degree of Master of Management in Business and Executive Coaching February, 2017 / The expected economic growth in Africa and, in particular within Nigeria, (Ogunlesi, 2014) opens doors to more global business opportunities. This growth within the African continent also contributes towards the growth of organisational developmental practices such as executive coaching. This is because executive coaching is undoubtedly one of the fastest developmental interventions used by organisations worldwide (Bartlett, 2006). For that reason, it is imperative for organisations within the Nigerian business setting, where most executives are males, to understand possible inhibitors that could affect the formation of a coaching relationship between male executives and coaches from a different gender. Previous research on the impact of gender in a coaching relationship has found that gender plays a role when matching executives with coaches (Gray & Goregaokar, 2010). It has also been found that gender similarity of the coach and the executive increases self-awareness of the executives (Bozer, Joo & Santora, 2015). Boyce, Jackson and Neal (2010) advocate that when there is gender commonality between coaches and executives; rapport and trust are established much quicker. Therefore the main purpose of this research is to understand the role that gender and in particular, how gender stereotypes could affect the coach-matching process between female coaches and male executives in a patriarchal society like Nigeria (Nwosu, 2012). A qualitative approach was implored to uncover trends in thoughts and opinions of the participants. The researcher sought in-depth understanding of the participants and their experiences. A total of 17 (seventeen) participants were interviewed and 13 (thirteen) of those were males and to ensure triangulation, 4 (four) females were interviewed. The interviews were semi-structured and the probing questions allowed for a deeper understanding of the phenomena. The interviews were transcribed and analysed using the conventional content analysis method where each transcript was read from beginning to end and the data was read word for word to determine the initial codes. The research found that coaching is in its infancy or emerging stages in Nigeria and there are male executives who would be uncomfortable working with female coaches. Both positive and negative gender stereotypes against women surfaced in the research as key contributors to the coach-matching process. The motherly nature of women, their general warmness, their meticulousness when approaching issues, their ability to be friendly and open and the fact that women are seen as having less ego are positive gender stereotypes that would encourage male executives to secure the services of female coaches. The findings also points out the gender stereotypes that could inhibit the formation of a coaching relationship and most of these stereotypes are found to be perpetuated by the applicable religion, tradition and customs within Nigeria. / MT2017

Gender stereotypes dictate that women are and should be warm, whereas men are and should be competent. While prior work has explored how women manage stereotypic expectations about their competence, there is less research on the lived experiences of women leaders navigating the warmth dimension of these stereotypes. This qualitative study initially explored the possibility that women leaders may modulate emotional displays in service of conveying warmth. The research questions evolved over time and the study ultimately aimed to understand the following research questions: (1) Do women leaders in male-typed jobs modulate emotional displays in the workplace? If so, why, how, and what are the outcomes? (2) Do women leaders in male-typed jobs modulate warmth displays in the workplace? If so, why, how, and what are the outcomes? The study included data from semi-structured interviews with 22 women leaders in male-typed contexts. The data ultimately revealed that the vast majority of participants engaged in emotion modulation at work. There were a variety of reasons underlying this process, including participants viewing modulating emotions as a component of their competence in their roles, using emotionality as a tool in the workplace, and noting that specific emotions were unacceptable to express in their workplace. They also identified how they managed their emotions, reporting strategies that ranged from within the workplace to outside the workplace, as well as intrapersonal versus interpersonal strategies. Finally, they reported the mostly negative intrapersonal outcomes of modulating emotions, including feelings of fatigue and inauthenticity. With regard to warmth, the majority of participants reported modulating warmth at work. Participants modulated warmth for various reasons, including viewing warmth as a component of leadership, in response to others’ gendered expectations for warmth displays, and reflecting on actual or predicted outcomes of warmth displays to guide subsequent warmth displays. They conveyed warmth in a variety of ways, such as appearing friendly and approachable, resolving conflict with others, and creating a supportive team environment. Finally, they reported myriad outcomes associated with warmth modulation, including fatigue and discomfort, as well as warmth displays reducing credibility or a failure to display warmth resulting in negative professional outcomes. One final theme also emerged, bridging across warmth and emotionality. At times, participants suppressed negative emotions, then amplified warmth behaviors. They also displayed positive emotions, then amplified subsequent warmth behaviors. The findings suggested that women leaders may be modulating both emotions and warmth independently of one another, yet there are also instances where warmth modulation directly follows emotional modulation. This study provides compelling evidence that women leaders engage in labor, outside of explicit role responsibilities, in managing both emotions and warmth in the workplace. Given the depth and complexity of the findings as well as the limitations of this study, additional research is required to replicate these findings with other methodological approaches, designs, and samples. The results point to several theoretical areas that may benefit from greater refinement and differentiation, including the relationship between emotional modulation and warmth modulation. Finally, there are numerous implications for practice at the organization, group, and individual levels.

Although more South African women are progressing into managerial positions, they are doing so at a slow pace and continue to face many challenges (Paulsen, 2009; Mckinsey & Company, 2010; Molebatsi, 2009). Therefore, this research set out to investigate South African women managers’ experiences and how they might relate to their perceptions of organisational justice and perceptions of leadership self-efficacy. Perceptions of organisational justice and perceptions of leadership self-efficacy are significant because they have been individually linked to motivation, commitment, satisfaction and performance (Baldwin, 2006; Combs, 2002; Colquitt, et al., 2001; McCormick, et al., 2002; Paglis, 2010). In addition, the research aimed to explore how these two concepts might interplay. The research took a qualitative approach and conducted in-depth interviews with eight senior women managers from different organisations. A tape recorder was used to record the interviews and thematic content analysis was used to analyse the data collected. The women in the study highlighted both negative and positive work experiences in their role as women senior managers. Further, the study revealed that senior women managers are not a homogeneous group as their experiences are also influenced by factors such as their race, marital status and number and/or age their children. The study also showed that the senior women managers’ experiences were related to their perceptions of organisational justice and leadership self-efficacy. The women in this study were vibrant and positive, and reflected high levels of leadership self-efficacy. It was also clear that these women’s experiences placed more emphasis on procedural and interactional justice than on distributive justice as they placed greater emphasis on work relationships, how they were treated and the fairness of work processes. In addition, the research also found a link between perceptions of organisational and perceptions of leadership self-efficacy

Thesis (MPA.) -- University of Limpopo, 2004 / Refer to document