Exploring the paradox of gender preferred leadership in Kenya: a GLOBE study on gender egalitarianism and women in leadership

Abstract

Purpose The purpose of this study is to explore gender gaps, values and practices in a Sub-Saharan African (SSA) country, specifically to identify gender inequality in Kenyan leadership and propose suggestions for advancing gender equity. Design/methodology/approach This Kenya study replicated the research design of the Global Leadership and Organizational Behaviour Effectiveness Project for gathering country data. It sampled middle and upper management in the commercial sector (finance and agriculture) and added the civic sectors of health care and education, using quantitative research (267 managers in over 100 organizations) and qualitative research design (30 interviewees from 23 organizations). Findings Gender had no apparent effect on leadership attributes nor on preferred modes of leadership. Statistical and thematic analysis revealed conflicting values and behaviours regarding gender equality and leadership. A high cultural dimension score on practices reflects a traditional leadership approach for male dominance, referred to as the Bwana Kubwa model. However, a high value score for gender equality reflects a more contemporary perspective, identified as the Inspirational Idealist. The gender gap presents a cultural paradox and a leadership constraint. Research limitations/implications The Inspirational Idealist model advances African leadership theory as it identifies a preferred value-based paradigm of effective performance-based leadership. This is contrary to the prevalent patriarchal practices of the Bwana Kubwa (Big Boss) model, which reflects biased gendered preference. Practical implications Male and female leaders need to challenge the status quo and align leadership practices with the articulated cultural values expressed as an Inspirational Idealist model. It has considerable relevance to advancing African leadership theory and informing culturally relevant policies and contextualized practices focused on gender equity in leadership. Originality/value This research on practices and values pertaining to gender equality of Kenyan managers is the first in-depth managerial leadership study of any SSA country. It is unique in that it broadened the scope of study to include professional sectors, gender, age and ethnicity variables.

Guest editorial: From intent to action: new directions in women and leadership research

“…The remaining five manuscripts are empirical with mostly qualitative methods. In-depth interviews are favored (Anaya, 2023; Olsen and LaGree, 2023; Shelton and Wu, 2023) but focus groups (Anaya, 2023) and collaborative autoethnography (Bachnik et al , 2023) complement the individual interview studies. Y Cano et al (2023) uses exclusively quantitative methods with a survey of not only working mothers in leadership roles but also working fathers in leadership roles (Y Cano et al , 2023).…”

“…Y Cano et al (2023) uses exclusively quantitative methods with a survey of not only working mothers in leadership roles but also working fathers in leadership roles (Y Cano et al , 2023). Integrating a mixed-method design, Anaya (2023) includes surveys, interviews and focus groups in their study. Where the state of prior theory and research is nascent, open-ended data that need to be interpreted for meaning are a methodological fit for field research such as in this special issue topic (Edmondson and McManus, 2007).…”

“…Similarly, the use of inductive coding (Olsen and LaGree, 2023), reflexive thematic analyses (Bachnik et al , 2023), exploratory coding methods (Dixon et al , 2023), thematic analyses (Anaya, 2023) and the Gioia method of analysis (Shelton and Wu, 2023) all contribute to pattern identification to further develop our understanding of new constructs (e.g. lockdown in a model of burnout; Y Cano et al , 2023) and new contexts.…”

“…lockdown in a model of burnout; Y Cano et al , 2023) and new contexts. Where surveys are used (Anaya, 2023; Y Cano et al , 2023), descriptive statistics similarly contribute to pattern identification of the organizational life experiences of women in a variety of industries and countries globally.…”

“…What we learn is that traditional gender-based role assignment, for example, reflects power hierarchies, as well as beliefs about the relative worth and significance of gender identity; this worldview is at the core of Kenya's national institutions and laws (Anaya, 2023). Reluctance to effect real systemic change is hard, as it requires giving up power and privilege.…”