Exploring characteristics that prevent the derailment of women leaders

Authors

  • Michelle Nobre Department of Industrial Psychology and People Management, Faculty of Management, University of Johannesburg, South Africa
  • Jos Coetzee Department of Industrial Psychology and People Management, Faculty of Management, University of Johannesburg, South Africa
  • Marietjie van der Walt Department of Industrial Psychology and People Management, Faculty of Management, University of Johannesburg, South Africa
  • Wilfred I. Ukpere Department of Industrial Psychology and People Management, Faculty of Management, University of Johannesburg, South Africa

Abstract

The number of women in senior leadership positions globally remains inequitable with recent statistics showing that female directors make up a mere 16 % of company boards across the European Union, 20% of senior executives in U.S. companies, and 19.1% of top and 28.2 % of senior managers in South African companies. This article provides greater understanding of why some women succeed in these positions whilst others have their careers derail. Whilst taking cognisance of exiting research on leadership derailment, this article explores the personal construct systems of leaders who have avoided or overcome derailment. This aims to facilitate a greater appreciation of the role of intrinsic characteristics of women leaders, thereby creating a more integrated and holistic understanding of leadership derailment. This article further aims to extend the traditional definition of leadership derailment to include the experiences of women leaders who have avoided or overcome derailment.

DOI: 10.5901/mjss.2014.v5n2p729

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Published

2014-01-06

How to Cite

Nobre, M., Coetzee, J., van der Walt, M., & Ukpere, W. I. (2014). Exploring characteristics that prevent the derailment of women leaders. Mediterranean Journal of Social Sciences, 5(2), 729. Retrieved from https://www.richtmann.org/journal/index.php/mjss/article/view/2038

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