An Evaluation of the Challenges Faced by Women in Attaining Strategic Management Positions
Abstract:
This study investigates the
challenges women face in reaching strategic management roles within the tech
industry, focusing on perceptions from Eswatini Government Enterprises, higher
learning institutions, and corporate leaders. The research employs a mixed-methods
approach, combining qualitative and quantitative data to provide a
comprehensive analysis of organizational, individual, cultural, and empowerment
challenges. It utilizes qualitative methods for deeper insights and
quantitative methods for broader data representation. Online surveys assessed
female leaders' perspectives. Data was gathered from both secondary sources and
primary sources through semi-structured interviews and questionnaires. A total
of 40 female participants were randomly selected to ensure diverse
perspectives. The research revealed that while women possess the potential for
executive roles, societal stereotypes and the balancing act of reproductive and
professional responsibilities hinder their progress. Female managers tend to adopt
transformational leadership styles, emphasizing the need for supportive
organizational structures to facilitate their growth. It is recommended that
women must overcome fears of failure and seek support through female networks
to bolster confidence in leadership roles; Company Leadership, shift management
practices to foster inclusivity and self-esteem among diverse employee groups;
Policy Makers, revise female empowerment frameworks and establish forums for
women to share experiences and successes; and Future Research, explore the
evolving challenges faced by women in tech management to promote greater
inclusion. Promoting gender diversity in the tech industry is crucial for
innovation and progress. An inclusive environment allows diverse perspectives
to thrive, ultimately benefiting the entire sector.
References:
[1]. United
Nations, 1995, "Report on the Fourth World Conference on Women,"
United Nations, New York.
[2]. Masami,
H. B., and Addullahi, M., 2023, "Women Participation in Governance:
Prospects and Challenges," Yogyakarta - Indonesia.
[3]. Babic,
A., and Hanseg, I., 2021, The Glass Ceilling for Women Managers: Antecedents
and Consequences for Work - Family Interface and Well-Being at Work. Frontiers
in Psychology, 12(618250).
[4]. Chanda,
T. C., and Ngulube, L., 2024, Women in Leadership: Examining Barriers to
Women's Advancement in Leadership Positions. Asian Journal of Advanced
Research, 18(6), 273-290, May 2024.
[5]. Johnson,
E., 2024, Influence in Gender Sterotypes in Hiring Decisions. Journal of
Advanced Sociology, 5(1), 14 - 24.
[6]. Susilowati,
N. E., Fratiwi N. J., and Barus C. S. A., 2024, Balancing Act: Navigating Work
and Life - A Compelling Bobliographic Exploration Among Women, but does
Everyone Consider It. Women: Education and Social Welfare, 1(1), 1-11.
[7]. Coursera
Staff, 2024, What are Leadership Skills, and Why Are They Important. Coursera.
[8]. Leis,
M., and Wormington, S., 2024, 12 Essential Qualities of Effective Leadership. Center
for Creative Leadership.
[9]. Voltage
Control, 2024, Achieving SuccessTogether: Shared Vision in Leadership. Voltage
Control.
[10]. Indeed
Editorial Team, 2024, 8 Qualities of Strong Leadership and How to Become a
Strong Leader. Indeed Career Guide.
[11]. Laundry,
L., 2019, Why Emotional Intelligence is Imprtant in Leadership. Harvard
Business School.
[12]. Williams,
J., and Shaw, H., 2019, Situational Leadership. Practice Supervisor Development
Programme.
[13]. Hersey,
P., Situational Leadership. Leadership Success.
[14]. John, H., 2024, "Situational Leadership: Getting the
Best from a Coaching Approach," AOEC, 19 July 2024.
[15]. Health,
V., 2025, Situational Leadership, Relevant The, Relevant Then. The Center for
Leadership Studies, https://situational.com/situational-leadership/?utm_source=google&utm_medium=ppc&utm_campaign=Situational%20Leadership&utm_term=situational%20leadership%20style&gad_source=1&gclid=CjwKCAiAlPu9BhAjEiwA5NDSAyV6X72T4OXtW0_oZqSL1ag1ZwkUvkkL92wTp9hH7FZhjWzDqMR
[16]. Sacavem,
A., Martinez, L. F., Cunha, J. V. d., and Abreu, A. M., 2017, Charismatic
Leadership: A Study on Delivery Styles, Mood and Performance. Journal of
Leadership Studies, 11(3). 21 - 38.
[17]. Saharia,
N. M., and Thangjam, T., 2025, 9 Most Popular Leadership Styles to Lead
Effectively. Vantage Circle.
[18]. Shonk,
K., 2025, Charismatic Leadership: Weighing the Pros and Cons. Program on
Negotiation at Harvard Law School
[19]. Shabhazi,
H., and Korejan, M., 2016, An Analysis of the Transformational Leadership. Journal
of Fundamental and Applied Sciences, 8(2), 452.
[20]. Bass,
B. M., and Bass, R., 2008, The Bass Handbook of Leadership: Theory, Research,
and Managerial Applications. New York: Free Press.
[21]. Rowe,
W. G., and Guerrero, L., 2011, Cases in Leadership, Thousand Oaks: California: Sage.
[22]. Hassnain,
A. M. U., 2023, Impact of Autocratic and Democratic Leadership Styles on
Employees' Performance and Motivation. Journal of Administrative and
Business Studies, 8(3).
[23]. Zahidi,
S., 2024, Global Dender Gap 2024: Insight Report. World Economic Forum.
[24]. Lara,
S., and Baird, M., 2024, The Impact of Changes in Labor Market Conditions on
Women Hired into Leadership Roles. LinkedIn Economic Graph, 04.
[25]. Hupfer,
S., Muzumder, S., and Crossan, G., 2022, Women in Tech are Cracking the
Industry's Glass Ceiling, Achieving Double Digit Gains in Leadership Roles. Deloitte
Insight.
[26]. Becker,
G., 2020, 2020 Women in US Technology Leadershiop Report. Silicon Valley.
[27]. Creswell,
J., and Creswell, J. D., 2018, In Research Design: Qualitative, Quantitative
and Mixed Methods Approaches, 5th ed., 213 - 246.
[28]. Rashid,
Y., Rashid, A., Waseem, A., Warraich M. A., and Sabir S. S., 2019, Case Study
Method: A Step-by-Step Guide for Business Researchers. International Journal
for Qualitative Methods. SAGE.
[29]. Halkias,
D., Neubert, M., and Harkiolakis, N., 2023, Multiple Case Study Date Analysis
for Doctoral Researchers in Managment and Leadership. Social Science
Research Network.
[30]. Ikart,
E. M., 2023, Emotional Intelliegence: Why It Matters in Change Leadership and
Innovation in the 21st Century Style of Work. International Journal of
Innovation.
[31]. Goleman,
D., and Chemiss, C., 2024, Optimal - How to Sustain Personal and Organizational
Excellence Every Day, Harper Collins.
[32]. Bekirogullari,
Z., 2019, Employees Empowerment and Engagement in Attaining Personal and
Organizational Goals. The European Journal of Social and Behavioral Sciences.
[33]. Dixon-Fyle,
S., Dolan, K., Hunt, D. V., and Prince S., 2020, Diversity Wins: How Inclusion
Matters. McKinsey & Company.
[34]. We are
Tech Women, 2023, Why Women Leaders in Tech are Important.
[35]. Tabassum,
N., and Nayak, B. S., 2021, Gender Stereotypes and Theor Impact on Women's
Career Progressions from a Managerial Perspective. SAGE Journal, 10(2), 192 -
208.
[36]. Deborah,
F.M., and Tomei M., 2022, Transforming Enterprises Through Diversity and
Inclusion. International Labour Organization, Geneva.
[37]. Melnyk,
J., 2023, We Need More Women in Tech Leadership - and This is How Companies Can
Help. https://wearetechwomen.com/are-women-in-tech-under-more-pressure-to-show-up-at-work-2/
[38]. Awad, N., Hennessy, A., and Morse, C., K., 2021, Learning from Women Who've Made It to the Top in Tech. BCG.
