Leadership contingencies in the retention of women in higher education

Coetzee, Mariette; Moosa, Maryam

doi:10.4102/sajhrm.v18i0.1326

Cited by 12 publications

(6 citation statements)

References 30 publications

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“…According to the most recent employment equity statistics, women hold between 23.5% and 34.5% of top management and senior management positions (Department of Labour, 2019). Consequently, past gender imbalances are slowly eradicated, and women's advancement to senior management positions is neglected (Coetzee & Moosa, 2020;Osituyo, 2018).…”

Section: Introductionmentioning

confidence: 99%

“…Our research closes an important gap by providing empirical evidence on women's unique experiences in senior leadership positions. Women leaders can be better equipped and prepared for future leadership roles if more information about the challenges they face is available (Coetzee & Moosa, 2020). According to Nkomo and Ngambi (2009, p. 50), 'scholars cannot ignore or misunderstand the status, experiences, and roles of women leaders in the African business context, as well as the challenges to their success'.…”

Section: Introductionmentioning

confidence: 99%

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In search of factors that hinder the career advancement of women to senior leadership positions

Barkhuizen

Masakane²,

Sluis

2022

SA j. ind. psychol.

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Orientation: Despite promising legislative frameworks and policies to eradicate gender imbalances in the workplace, women have yet to earn their rightful place as senior business leaders.Research purpose: The primary goal of this study was to investigate the factors that prevent women from advancing to senior leadership positions in a variety of South African business contexts.Motivation for the study: More research is required to understand the unique challenges that senior women leaders experience in various South African business contexts.Research approach/design and method: This research followed a qualitative approach. Data were gathered using semistructured interviews with nine women (n = 9) who made significant inroads in their respective professions. Theme analyses were applied to analyse the data.Main findings: The findings revealed six factors that hinder the career advancement of women to senior leadership positions: societal perceptions and stereotypes, a lack of mentorship, masculine corporate cultures, leadership identity distortions, inadequate training and development and poor work-life balance.Practical/managerial implications: Organisations are encouraged to create more feminine workplace cultures that allow women to realise their full potential and establish their identity as senior leaders. Mentoring, networking, and professional development opportunities can all assist women in advancing their careers. Senior female leaders play an essential role in fostering workplace cultures that promote equal opportunity and combat unfair discrimination on various grounds. They pave the way for younger, upcoming female talent to move into senior management positions more quickly.Contribution/value-add: This study fills important gaps in the global understanding of the factors limiting women’s career advancement to senior leadership positions. The findings of this study emphasise the importance of recognising and embracing women’s leadership competence in the modern workplace.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

In search of factors that hinder the career advancement of women to senior leadership positions

Barkhuizen

Masakane²,

Sluis

2022

SA j. ind. psychol.

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“…This also reflected in Figure 1 with yearly percent of female employees who exited the institution's employment seemed higher than that of males when combined over the 5-year period. Bartels et al (2021), acknowledged similar trend in their study describing the attrition of female employees in academia as a leaky pipeline, which has called for greater concern in the field of human resource management, according to Coetzee & Moosa (2020). Kanyumba and Lourens (2021) attributed the increasing attrition rate to the inability of HE institutions to recruit, retain and promote females in academia.…”

Section: Discussionmentioning

confidence: 94%

Gender Differences in Employee Attrition at the Durban University of Technology

2023

ISEA

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Employee attrition is a critical issue facing many organisations including higher education institutions. With the outbreak of the Coronavirus disease, employee attrition rate has accelerated across universities in South Africa and Durban University of Technology is not exempted. The role of human resource management functions becomes vital at such critical time. The study examines the gender differences in employee attrition and the perceptions on the talent management strategies at DUT. The study adopted a quantitative research approach and collected data from the university's database for the period 2018-2022. A descriptive data analysis using SPSS was conducted depicting the gender differences in the attrition rate at DUT. The findings of the study show that, (i) female employees are exiting the institution employment when compared to their counterpart, (ii) the institutions talent management strategies are work in progress. Furthermore, the study findings gave insight into an important practical implication needed by universities for an effective implementation of retention policies and practices especially in achieving the SDG of gender balancing. The study is limited to data collected within DUT and the findings cannot be used for generalization. The study is deemed important in addressing the increasing employee attrition rates and contributes to the on-going discourse in gender related issues facing higher education institution.

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“…46 Similarly, studies of academia from a range of countries have found high attrition among female faculty, with cascading consequences as female students have reduced access to mentorship from women in their fields. 47 Women's longer average time to tenure-driven by women's high contributions to teaching and mentoring when this work is devalued compared to publications in tenure decisions; the penalization of women when they coauthor and collaborate in circumstances where men are not penalized; and the lack of flexibility for temporary part-time work to count toward tenure, which disproportionately affects women who have children-is one explanation for these departures. 48 Gender also shapes vulnerability to job loss when a company is downsizing.…”

Section: Discrimination and Disparities In Terminationsmentioning

confidence: 99%