Keywords
., Gender Barriers Perception, Women’s Career, Top Management, Homosocial Reproduction Theory, Intergroup Theory, Causal Attribution Theory
Gendered perceptions of career advancement barriers: unveiling challenges to female corporate leadership development
Abstract
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This study highlights gender-based disparities in perceived barriers to female career advancement in decision-making. Despite more women entering the workforce, their leadership representation remains low, partly due to differing perceptions of barriers by gender (van’t Foort-Diepeveen et al., 2021). Involving 236 executives and utilizing social identity and homosocial theories, the study employs a one-way analysis of variance (ANOVA) and qualitative comments from voluntary respondents. The findings reveal that while both genders acknowledge corporate barriers, they interpret education, experience, and personal life barriers differently. Women often view these as interconnected with corporate challenges, reflecting broader systemic issues (Taparia & Lenka, 2022). The study also highlights the persistence of traditional male networks in corporations, which maintain existing leadership models and hinder change. This insight enhances our understanding of gender disparities in the workplace, particularly in Spanish-listed companies. Academically, it enriches gender studies and corporate leadership discourse by revealing the subtleties in barrier perception and their implications. Practically, it suggests that recognizing and addressing these differences can lead to more effective interventions to promote gender equality in leadership positions. This research urges a reevaluation of barrier perceptions and emphasizes the importance of inclusive strategies to bridge the gender gap in leadership.
This study highlights gender-based disparities in perceived barriers to female career advancement in decision-making. Despite more women entering the workforce, their leadership representation remains low, partly due to differing perceptions of barriers by gender (van’t Foort-Diepeveen et al., 2021). Involving 236 executives and utilizing social identity and homosocial theories, the study employs a one-way analysis of variance (ANOVA) and qualitative comments from voluntary respondents. The findings reveal that while both genders acknowledge corporate barriers, they interpret education, experience, and personal life barriers differently. Women often view these as interconnected with corporate challenges, reflecting broader systemic issues (Taparia & Lenka, 2022). The study also highlights the persistence of traditional male networks in corporations, which maintain existing leadership models and hinder change. This insight enhances our understanding of gender disparities in the workplace, particularly in Spanish-listed companies. Academically, it enriches gender studies and corporate leadership discourse by revealing the subtleties in barrier perception and their implications. Practically, it suggests that recognizing and addressing these differences can lead to more effective interventions to promote gender equality in leadership positions. This research urges a reevaluation of barrier perceptions and emphasizes the importance of inclusive strategies to bridge the gender gap in leadership.
Información detallada
Materias, derechos, colecciones e identificadores
URI / Handle
https://doi.org/10.22495/cgobrv8i3p4Rights
Creative Commons Reconocimiento-NoComercial-SinObraDerivada España