Thesis (M. Com.)--University of Canterbury, 2008. / Typescript (photocopy). Includes bibliographical references (leaves 102-104). Also available via the World Wide Web.

Thesis (Ph. D.)--University of Wisconsin--Madison, 1975. / Typescript. Vita. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references.

D.Phil. / Equality, status and remuneration of women in the workforce remain of on-going interest and concern. Although extensive research has been conducted into this field, intensely personal experiences of women in the work environment is an important area to be researched, as this may hold the key to assisting them in successfully reaching the higher echelons within the business world. Insight into women’s workplace experiences is a worldwide need in order to improve empowerment and equality in the workplace. Unfortunately this type of insight is lacking in the body of research that is currently available. The motivation for this study entitled: Towards Understanding Experiences of Women Aspiring to Senior Management Positions within a Business Environment was to examine the intensely personal experiences and emotions of women striving to achieve a senior place in the business hierarchy, especially when they encounter unexpected obstacles such as workplace bullying. The researcher has experienced many challenges that have influenced her career over her last ten years at work. Undertaking an auto-ethnographic study, an approach she wasn’t even aware of until 2006, provided her with the opportunity to study these events and experiences, and to learn from the knowledge gained, and thereby put forward suggestions to effect the social change that is required to improve a career woman’s quality of life. The aims of this research study were to understand the context of the research participants’ work situations and their resultant experiences, to propose actions to relieve the negative emotions and behaviours that may occur during such situations, as well as generate knowledge and add to existing theories. This research explores and describes the realities of two working women, and how they make sense of their worlds and experiences. The researcher has adopted elements of post-modernism as well as some positivistic and modernistic components which occur in varying degrees along the qualitative research continuum. While qualitative researchers hold different views regarding the incorporation and relevance of literature to their research topic, the researcher has incorporated both literature and theory in this thesis. Insights gained from the lived experiences of the research participants have been applied by means of analytical induction to relevant theory and contributeto the body of knowledge.

Family businesses are major contributors to economies around the world. It is also recognised that family businesses are critical to entrepreneurship, socio- economic development and industrialisation around the world. Women in family business are major contributors to the success of the family business around the world. Limited research is available on the role of women in family business. The research conducted yielded similar results for South Africa. The impact of family business on entrepreneurship and the economy, with respect to socio- economic development, has placed great interest in family business studies in South Africa. This study focused on the role of women in black family business in South Africa. This research found that women in black family business focus on bringing softer skills to the business which are beneficial for people management. In their capacity as managers in the family business, women tend to take on a supportive role to the spouse; they tend to focus on ensuring a harmonious and peaceful culture in the work place. Women in family business have a dual role of ensuring business success and quality family life. They prefer to work in the shadow of their male counterparts. Challenges faced by women in black family business have been identified as the lack of inclusion in strategic decision- making, lack of decision-making career opportunities and the lack of consideration for succession within the business, a lack of business mentorship and ambiguity of roles in the business and in the family. It has been found that the role of women in black family business may be enhanced going forward. This may be done through educational programmes or workshops for management skills for women, networking opportunities and support groups, counselling on work/family management strategies, and spousal sharing of responsibilities in the work- family management relationship. A suggested area for future research is the impact of culture in family business in South Africa.

In 1998 the Department of Labour promulgated the Employment Equity Act, which aimed at ensuring that the designated groups were represented in the workplace at all levels. The designated groups that were to be given preference for appointments were women, disabled and Black people. The Department of Public Service and Administration issued a directive to all government Departments to ensure the achievement of 50/50 gender representation at Senior Management levels by 31 March 2009. However, the Provincial Treasury in the Eastern Cape did not achieve this target and is still lagging behind. There are barriers in the workplace, which pose challenges to the progression of women to management levels. These barriers are commonly referred to as ‘glass ceiling’ by some scholars.This study used a qualitative approach in gathering data. The study employed non- probability, which adopted the purposive sampling approach. Questionnaires were administered to middle management and Senior Managers were interviewed to gather empirical data. Questionnaires were administered to sixty Middle Managers, both males and female, and interviews were conducted with seven senior managers. The reason for targeting Middle Managers was that they are at a level that is next in line in the hierarchy to advance to senior management positions.The purpose of this study was to investigate factors inhibiting the advancement of women to senior management positions in the Provincial Treasury in the Province of the Eastern Cape. The problem identified was that there were numbers of females at middle management who had the required qualifications and experience, but were not considered when appointments were made to fill in vacant senior management posts. The other problem that was identified was that often senior management positions were filled by candidates who were not from within the Department. The performance of female internal candidates is not recognised, which may be indicative of the flaws with the performance management system. It emerged from the empirical survey that preference is given to men compared to their female counterparts. The study revealed that there were factors that contributed to non-advancement of females to senior management such as the existence of stereotypes and perceptions. The stereotypical beliefs view men as hard workers than their female counterparts. It was also revealed that women suffered from low self-esteem that impacted negatively on their confidence levels. This subsequently discouraged women to apply for advertised vacancies as they doubted their own capabilities. It also emerged that the Department did not empower newly appointed persons through the mentoring and coaching programmes. This study also revealed that no training was offered to newly appointed persons.

The study was premised on the truism that men have historically served in higher echelons of organizational management structures and women are under-represented. The principal objective was to explore the constraints faced by women in accessing higher leadership and senior management positions in public, private and non-governmental organisations in Zimbabwe. This study adopted the triangulation method, that is, qualitative and quantitative approaches. These mixed research methods, were upgraded by the feminist research methodologies, thereby making a contribution in the field of research. The study found out that the constraints that mostly hinder women from accessing leadership and senior management positions in public, private and NGOs were cultural practices, which represent levels of power and control that in turn hinder reforms; and women's socialisation into feminised roles. The study also found out that in most organisations, most females work under male leadership, and this traditional organisational culture, needs to be deconstructed and reversed in order to achieve gender equality. The study recommended for a human centric and integrated organizational management strategy for public, private and NGOs in Zimbabwe. The adoption of a human centric and integrated management approach should aim at gender equity and reduce women's under-representation. A human centred organizational culture has to be practiced, that would create organisational ethos that guide organizational management. An integrated organizational management approach should integrate all systems and processes into one complete framework, enabling people to work as a single unit, unified by organizational goals, shared vision and common values. The system should depend on a balanced mix of the masculine and feminine attributes. The approach should put its weight towards adoption of measures to attract, advance and empower women so as to benefit from their qualifications, experience and talent in a highly competitive environment.

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 Johannesburg, 2017 / This qualitative study explored the leadership journeys of black women executives (BWEs), to understand those elements they perceived to enable and those they perceived to inhibit their career progression, as well as to establish implications for coaching. Eighteen participants were interviewed. The sample included BWEs who had been coached, those who had not, human resources managers, and line managers to create some triangulation. The BWEs were all in the top two organisational levels, as defined by the Employment Equity Act. A semi-structured interview guide was utilised for the BWEs and another for HR and line managers. Interviews were recorded, transcribed, and uploaded into ATLAS.ti analysis software. Coding was conducted inductively to identify themes that emerged. The study highlighted the importance of ensuring that all parties to the coaching intervention are fully briefed, aligned, and coaching-ready before implementation. If readiness is not ensured, the process can be negatively affected. A key finding was that a minimum of a bachelor’s degree, but preferably a postgraduate degree, enabled the career progression of BWEs. Once in the workplace BWEs need to continue with self-development. Elements that were found to enable career progression for BWEs were hard work, networking, self-development, and access to mentors. Resilience was found to be important in managing the challenges the BWEs’ experience in the workplace. Elements that inhibit BWEs’ career progression were found to be lack of implementation of employment equity (EE) or transformation in the workplace. It was also found that BWEs operate in challenging work environments where they experience marginalisation, stereotyping, and racism. Work-life integration is an issue as they are the homemakers. Another key finding was that coaching could contribute to BWEs’ career progression. It is important that all parties in the process are coaching-ready. It was also found that coaching heightened resilience for BWEs. Coaching was shown to be utilised for leadership development, including improving communication skills. Line managers were unsure of the objectives for which their BWE charges were being coached. This highlighted the importance of aligning all parties and ensuring coaching readiness before coaching implementation. This point is also important because to be successful, coaching needs the support of organisational leadership. It was encouraging to realise that the line managers viewed coaching as confidential between coach and coachee; however, they appeared to have had no input into development needs identification. This could point to a missed opportunity to align coaching with business needs. The intrapersonal skills of self-confidence and self-awareness were shown to have been developed through coaching. These skills are vital to effective leadership. The BWEs’ experiences of coaching were found to be challenging, and uncomfortable, and BWEs found that the coach did not understand or trivialised the coachee’s issues. Coaching conversations are meant to be challenging, however too much challenge can derail the process. BWEs experienced coaching as uncomfortable because the conversation delved directly into deep personal issues without preparing the coachee or building rapport and a trusting relationship. Two BWEs felt that their coaches had trivialised or misunderstood their issues. The finding that line managers were unaware of the development needs being addressed in their BWEs’ coaching, the BWEs’ experiences of discomfort in the coaching process, and coachees feeling that the coach had trivialised the coachee’s issues, highlights the important matter of coaching readiness. Coaching readiness is important to the success of any coaching engagement. Without participants being fully ready for coaching, the process might be compromised. Coaching was found to be an appropriate tool for leadership development and improving the career progression prospects of BWEs. It was also found that it is important to ensure that every party to the coaching is coaching ready. / MT2017

Indiana University-Purdue University Indianapolis (IUPUI) / As greater numbers of women throughout the past few decades have assumed managerial roles in organizations, the question of whether gender differences exist in the ability to manage effectively has become an important concern. According to Korabik, Baril, and Watson (1993), conflict management skills are a fundamental aspect of leadership effectiveness and “perceptions of how females handle crisis and conflict often are cited as blocks to the female manager’s ascent to the executive suite” (Shockley-Zalabak, 1981, p. 289). Additionally, the importance of likability of supervisors by their subordinates has become of greater importance in the past few years as researchers have discovered that more people leave their job because they do not like their supervisor than for any other reason (Agrusa, Spears, Agrusa, & Tanner, 2006; Joyce, 2006). The purpose of this study was to examine gender differences in supervisor’s conflict management styles and to determine how they relate to both effectiveness and likability among their subordinates. Specifically, research was conducted to reveal a) what differences exist between conflict management styles chosen by women and men leaders, b) if a relationship exists between conflict management styles and likeability among subordinates, c) what influence conflict management styles have upon perceived effectiveness among subordinates, and d) what correlation exists between likability and perceived effectiveness.

The purpose of this study is to examine the influence of women's "different voice" on their organizational behaviors. The phrase "different voice" is used here to indicate that women perceive realities and think about them in a manner distinct from men. The study examines this issue by focusing on how men and women, working in similar positions within similar organizations, construct their work-roles. The specific research questions that this study pursues are the following: 1. Does the "different voice" find its expression in women's construction of their work-roles? and 2. If so, in what ways? The study uses the ethnomethodological perspective on understanding roles. For the purpose of data collection, the study uses several methods. Among them, the in depth interview is the major one. In depth interviews are conducted wi th twelve informants, six men and six women, who are working as heads of various academic departments in a university. All the interviews were tape-recorded and later transcribed. / Ph. D.

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