Women Advancing to Leadership Positions: A Qualitative Study of Women Leaders in IT and ITES Sector in India

Bhattacharya, Shubhasheesh; Mohapatra, Sweta; Bhattacharya, Sonali

doi:10.1177/2322093718782756

Cited by 15 publications

(19 citation statements)

References 40 publications

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“…Zeldin and Pajares (2000) showed that familial support could play a pivotal role in building self-efficacy in successful women pursuing a career in non-traditional maledominated segments. Qualitative studies with Indian women (Varma, 2010;Datta and Agarwal, 2017;Bhattacharya et al, 2018) have shown that family support plays a critical role in women's self-efficacy and career persuasion in India.…”

Section: 32mentioning

confidence: 99%

Factors associated with general self-efficacy of women leaders in India

Sarkar

2022

LODJ

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PurposeThe purpose of the study was to examine the impact of both work and non-work domain contextual factors (family support, workplace social support, mentoring support, networking and visible assignment) on the general self-efficacy (GSE) of women leaders in India. Also, we tried to explore whether GSE is connected to women leaders' career aspirations.Design/methodology/approachThis is a survey-based study where data was collected and analysed from 145 women leaders working in a large public sector organisation in India.FindingsResults suggest that except for workplace social support, all other factors have a significant positive impact on the GSE of women leaders. GSE is also significantly associated with women leaders' career aspirations.Originality/valueUniqueness of the article is that we have empirically tested the enablers and deterrents of women leadership in the GSE context, taking note of both work and non-work domains of women leaders. The implications of the results for women's leadership development have been detailed.

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Section: 32mentioning

confidence: 99%

Factors associated with general self-efficacy of women leaders in India

Sarkar

2022

LODJ

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“…Training and development programmes also help in progressing the career of women managers. In addition to this, adaptability, perseverance, risk-taking ability, quick learning, ambition and empathy are considered to be human capital enablers for Women’s Leadership (Bhattacharya et al, 2018; Cabrera, 2009; Ezzedeen & Ritchey, 2009; Metz, 2004; Wentling, 2003).…”

Section: Resultsmentioning

confidence: 99%

“…It was found that Indian women leaders, who got support from their family members and caretakers, were able to get advancement in their careers. They built up their personal leadership skills to maintain work-life balance (Bhattacharya et al, 2018). Various social and cultural barriers are found in most of the South Asian countries (Sabharwal, 2013).…”

Section: Discussionmentioning

confidence: 99%

Aspects of Women’s Leadership in the Organisation: Systematic Literature Review

Kulkarni

Mishra

2021

South Asian Journal of Human Resources Management

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In most organisations, women are underrepresented in top positions. Many aspects of Women’s Leadership are studied in the literature for underrepresentation of women leaders. This study aims to analyse and consolidate the insights about those aspects of Women’s Leadership, which gives them a stable and secure position in the organisation, beyond the unseen walls of gender discrimination. These aspects are barriers, enablers, strengths and weaknesses of Women’s Leadership. The research method used for the study is a systematic literature review method. Peer-reviewed, scholarly journal articles and book references between 1990 and 2021 identified from the Scopus and Web of Sciences databases are considered for the study. The result showed much uniformity in the ‘Women’s Leadership’ phenomenon, globally. This research found that Women’s Leadership studies are mostly conducted in areas such as social sciences, business and management, medicine, education, etc. It also found that most women-leadership-related studies are conducted in developed countries where the percentage of women leaders is comparatively higher than in other industries. Still, women leaders in both developed and developing countries face similar barriers during their careers. The gender gap and the glass ceiling they have to break are some of the issues experienced by women in any organisation. Organisational bias, lack of assertiveness and poor networking also pose barriers to Women’s Leadership. Yet, there are some enablers for Women’s Leadership, such as mentoring, good training programmes and workplace culture. However, maintaining a work–life balance, working under pressure and excluding informal communication are considered as limitations for Women’s Leadership. Strengths, such as high emotional intelligence, empathy, democratic leadership style, sincerity and ability to make decisions under critical circumstances benefit the organisation. This study will help to get an integrated and consolidated theoretical review of different aspects of Women’s Leadership in the organisation. Moreover, the study can help to implement various organisational policies to increase the percentage of women in leadership roles.

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“…They still continue to encounter obstacles that are referred to as “glass ceiling” that limits them from reaching the higher levels of organizational hierarchy (Donnelly, 2015). Bhattacharya et al (2018) observed in their study of the IT sector in India that only a few women reach at the top leadership positions. Thus, in context of this study, we define diversity as “the difference in perceptions held by individuals regarding others on the basis of their gender and status.”…”

Section: Theoretical Framework and Hypotheses Developmentmentioning

confidence: 99%

Diversity within management levels and organizational performance: employees’ perspective

Kundu

Mor

Kumar

et al. 2019

JAMR

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Purpose The purpose of this paper is to investigate the relationship between employees’ perceptions of diversity within management levels (i.e. senior management, middle management and lower management levels) and perceived organizational performance. The study also examines differences in perceptions of diversity within different levels of management across nature and ownership forms of organizations. Design/methodology/approach Primary data were gathered from a sample of 400 employees from 162 organizations of diverse industries operating in India. Statistical techniques like analysis of variance and stepwise multiple regressions were used to analyze the data. Findings Employee perceptions of diversity at the senior, middle and lower management levels of organizations are weakly, most significantly and positively, and negatively related to perceived organizational performance. It has also been found that the perceptions of diversity within different levels of management differ across nature and ownership forms of the organization. Research limitations/implications The study relies on self-reported questionnaires as the method of data collection, which can lead to common-method bias. Hence, further studies can collect data by using multiple sources. In addition, future researchers can employ both subjective and objective measures to fetch results that are more valid. Practical implications To harvest the benefits of diversity, organization should foster positive perceptions among employees toward diversity. Originality/value The study gives new insight into why employees’ perceptions are significant in considering the possible outcomes of diversity.

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Women Advancing to Leadership Positions: A Qualitative Study of Women Leaders in IT and ITES Sector in India

Cited by 15 publications

References 40 publications

Factors associated with general self-efficacy of women leaders in India

Factors associated with general self-efficacy of women leaders in India

Aspects of Women’s Leadership in the Organisation: Systematic Literature Review

Diversity within management levels and organizational performance: employees’ perspective

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