Examining the challenges experienced by women in senior leadership positions in a retail organisation in South Africa.

Abstract

In many organisations across the world, women are underrepresented in leadership and executive roles in comparison to their male counterparts. Roles that are responsible for driving the strategy, vision and top-level decision making are predominately occupied by men. The general perception in most organisations is that female characteristic traits are more nurturing, compassionate and gentle, while, male characteristic traits tend to be dominating, strong, forceful and assertive which can lead to differences in the way that they lead and operate. Females are or may become mothers which may affect their availability and the demands of the job. These perceived differences and views can influence the decision to promote, develop and support more females into senior leadership roles within organisations. The aim of the study was to examine the challenges women in senior leadership positions in a retail organisation in South Africa experience. A qualitative research study approach was used, and participants were purposefully selected to obtain an in-depth understanding of their lived experiences and their challenges. Semi-structured interviews were conducted with 13 women who were in senior leadership positions (Vice President and Executive roles). Thematic analysis was utilised in the study and the data was categorised according to the themes that emerged from the study. The study identified the personal, cultural and organisational challenges experienced by women in senior leadership positions. The study highlighted challenges in hiring practices that did not have equitable representation of female candidates, lack of leadership training and development opportunities, lack of female advocacy by both male and female leaders in the organisation and struggles with having their voices and opinions considered. Cultural expectations of women in South Africa relating to their households, children and family related matters as well as the lack of support from the organisation led to the sacrificing of career advancement and opportunities. The organisation could implement equitable representation in its interview and promotion process, formal mentorship, allyship and female advocacy programmes and flexible work-life policies to address the challenges highlighted and better leverage the talent in its female employees and leaders.