The purpose of this qualitative, constructivist grounded theory study was to explore the perceptions of women in a masculinized environment to address the gap in the existing research regarding the self-perceptions of women in junior positions of formal leadership attainment compared to the perceptions held by women in formal leadership positions of women in junior positions desiring to attain formal leadership positions. Through the use of semi-structured interviews, several barriers for women’s advancement were revealed regarding masculinized environments. Primary barriers included: (a) gender stereotypes, (b) organizational culture, and (c) the glass ceiling. Results of the study revealed that mechanistic (vs. organic) organizational structures are pronounced, and conventionally masculine aligned agentic traits are expected (and accepted) from leaders. Thus, women in the industry become habituated to trait approach leadership, which inflates agentic characteristics while diminishing communal characteristics. Because mechanistic organizational structures are learning averse and women’s habituation to these cultures negates workforce diversity, implementing cultural shifts to activate organic structures might enhance feedback and horizontal knowledge sharing that will help an organization’s human capital efficacy. Recommendations for future research include gathering the perceptions of men and minority groups regarding organizational cultural leadership expectations and generational perception variances.
|School:||Argosy University Online|
|School Location:||United States -- Arizona|
|Source:||DAI-A 78/09(E), Dissertation Abstracts International|
|Subjects:||Womens studies, Management, Organizational behavior|
|Keywords:||Culture, Leadership style, Mentor, Organizational learning, Role congruity, Social networks|
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