Breaking the glass ceiling: experiences of women leaders in private corporate organisations in Ghana
Not peer reviewed
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The purpose of the study was to explore the experiences of women leaders in private corporate organisations in Ghana. To achieve this objective, three research questions were asked. What are the experiences of women in private corporate leadership positions? How do women leaders’ understanding, and perceptions of leadership shape their own leadership style? How do women leaders navigate work and non-work settings, and what are the opportunities and limitations they face in doing so? To appropriately tackle these questions a qualitative phenomenological research design was adopted as the methodology. In-depth interviews, observations and informal conversations were used as data collection methods. Seventeen informants comprising ten women leaders and seven subordinates were identified and recruited as informants for this study. Interviews were conducted with each of these informants. The data was analysed through condensation analysis. The role congruity theory of prejudice towards female leaders, the triple role theory and the concepts of transformational and transactional leadership were used as a theoretical framework to guide the study. Key findings from the study include the role of traditions and religious beliefs as a hindrance for women advancement to leadership, discrimination and prejudice against women in leadership. Other findings include the dominance of transformational leadership styles in the enactment of leadership by women leaders, the importance of self-discipline, family members and domestic workers as facilitative strategies to manoeuvre through the triple role of production, reproduction and community engagements.
PublisherThe University of Bergen
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