EXPLORING SUCCESS FACTORS OF EXECUTIVE WOMEN MOVING
BEYOND THE CORPORATE GLASS CEILING: A QUALITATIVE
EXPLORATORY STUDY OF AMERICAN FEMALE EXECUTIVES
By
Alicia M. Straughter
APRIL BOYINGTON WALL, PhD, Faculty Mentor and Chair
STEPHANIE FRASER-BEEKMAN, PhD, Committee Member
KAREN MINCHELLA, PhD, Committee Member
Barbara Butts Williams, PhD, Dean, School of Business and Technology
A Dissertation Presented in Partial Fulfillment
Of the Requirements for the Degree
Doctor of Philosophy
Capella University
January, 2015
© Alicia M. Straughter, 2015
Abstract
Female executives face corporate barriers that only a few women have conquered,
including the metaphorical barrier known as the glass ceiling and other roadblocks that
prevent women from progressing past a specific level. Researchers have documented that
women in management positions are confronted with barriers in the workplace such as
scarcity of educational and supportive programs, and only a small percentage of women
in business have moved beyond corporate barriers to obtain top executive roles. In order
to contribute knowledge to the organization and management field, this study featured 15
interviews with senior executive women who have advanced beyond the glass ceiling in
corporate America. The purpose of this study was to explore key factors that contributed
to the advancement of these women executives over the last decade. The exploratory
method addressed the research question: What factors such as work-life balance,
leadership and management style, motivation to lead, success strategies, and career
development contribute to the success of female leaders within businesses? This process
explored experiences, personal stories, behavior, and individual perceptions of the
participants. The findings indicated that the women executives identified professional
mentorship, career development planning, motivation, work-life stability, success
strategies, and leadership and management ability as major factors in their achievement
as top women business leaders. Some initial themes that resulted from this research study
included the need for a person to understand her purpose, the importance of good
listening skills, the ability to accomplish work, and the benefits of delegating
responsibility and adapting to work environments. Additional themes emerged from this
research study and consisted of having the confidence to make tough decision; trusting in
faith/spirituality and inspiration; valuing team effort, and constantly working hard to
prove their worth. The themes revealed during the findings were not previously addressed
in the literature review as success factors that contribute to executive women’s
achievement of senior positions. These topics provide avenues for future research into the
elements of success for female executives.
iv
Dedication
This dissertation is dedicated to Jordan Malique’ Straughter, Joshua Malik Smart–
Straughter, Saniya Louise Straughter, and Montana Straughter. To my niece and
nephews, the next generation of the Straughter family, who can do all things through
Christ that gives them all wisdom and strength. You can go far beyond man’s expectation
with God as the pilot and strength. This is also dedicated to my little sister and big
brother to encourage them to reach beyond the sky. This is for my niece Khyla and
nephew Kevin Straughter to go the extra mile in life to become successful.
v
Acknowledgments
There are so many individuals who assisted me in reaching my educational goal that I
owe much love and sincere appreciation. Thanks to Roosevelt and Louise Straughter, my
parents, a special appreciation for their encouragement and support to press toward the
mark. To my support group of friends, professional mentors, and supporters, who helped
me to remain strong and focused. To my mentor, Dr. Boyington Wall, who was sincere
and straightforward in her efforts to push me to achieve the best dissertation. To the 15
amazing executive women, who gave me their time as I listened to personal success
stories. Finally, I would not be here today if it wasn’t for the God given grace, anointing,
knowledge, strength, and wisdom poured in me over the last five years. His grace has
been sufficient for me. Thank you, Heavenly Father, for your endless love and power.
vi
Table of Contents
Acknowledgments v
List of Tables ix
List of Figures x
CHAPTER 1. INTRODUCTION
Introduction to the Problem 1
Background of the Study 2
Statement of the Problem 8
Purpose of the Study 8
Rationale 9
Research Question 10
Significance of the Study 10
Definition of Terms 12
Assumptions and Limitations 13
Theoretical/Conceptual Framework 15
Organization of the Remainder of the Study 17
CHAPTER 2. LITERATURE REVIEW
Introduction 19
Work-Life Balance 19
Management and Leadership Style 24
Motivation to Lead 30
Success Strategies 34
Career Development 36
vii
Conclusion 41
CHAPTER 3. METHODOLOGY
Research Design 43
Sample 46
Setting 48
Instrumentation/Measures 48
Expert Panel 49
Role of Researcher 50
Field Test 50
Data Collection 51
Data Analysis 53
Validity and Reliability 55
Ethical Considerations 57
Conclusion 58
CHAPTER 4. FINDINGS
Introduction 59
Methodological Approach 61
Multi- Level Data Analysis 62
Summary of the Findings 88
Conclusion 95
CHAPTER 5. DISCUSSION, IMPLICATIONS, RECOMMENDATIONS
Introduction 96
Summary of the Findings 97
viii
Discussion of the Findings 103
Implications of the Findings 104
Limitations of the Study 106
Recommendations for Future Research 107
Conclusion 108
REFERENCES 110
APPENDIX. INTERVIEW QUESTIONS 119
ix
List of Tables
Table 1. Additional Themes Coded by Pertinent Interview Question 70
Table 2. Initial Themes Coded by Pertinent Interview Question 71
x
List of Figures
Figure 1. Theoretical and conceptual framework 16
Figure 2. Analysis of participants’ job positions 60
Figure 3. Themes and commonalities 67
Figure 4. Themes correlated to the research question 74
1
CHAPTER 1. INTRODUCTION
Introduction to the Problem
Very few women advance to senior executive roles in private or public
businesses, according to the Catalyst Report (2014). Researchers have identified some
reasons for this phenomenon. According to Lewis (2006), some women have
management and leadership ability, educational background, work-life balance, and a
motivation to lead as well as their executive male counterparts. However, Lewis also
observed that in general, women are not employed in top corporate positions, and those
who are hired for senior management jobs find it difficult to gain executive roles.
Additionally, Lewis found no evidence that women in middle management are being
coached or mentored to achieve senior executive positions. Other findings indicated that
many women do not progress to the executive level because of the corporate culture’s
gender bias against a female leader in primary executive positions (Daughtery, 2012).
Oakley (2000) conveyed that the glass ceiling or corporate barriers inhibit some
women from advancing to an executive role in business regardless of their capability to
move the company forward. The glass ceiling is not a physical ceiling; rather, it is a
metaphorical construct comprised of obstacles such as discrimination, gender bias, lack
of mentorship, absent work-life programs, limited career opportunities, and the shortage
of career development planning, which prevents most women from advancing to senior
positions (Oakley, 2000).
2
The researcher’s inspiration for this study developed while she was working in an
executive role faced with limited support. Noticing the public prominence and behaviors
of the few senior executive women seen thriving in top executive roles prompted the
researcher to conduct an exploratory study to identify the factors that contributed to the
success among the women who had achieved top executive positions.
The need for this research is not only a personal matter to the researcher; in fact,
the under-representation of senior executive women in principle roles in businesses
across the United States has prompted many industries to review their practices and
policies (Oakley, 2000). This exploratory research provides the foundation for using
scholarly data and closely examining new information to explore how 14.6% of women
in business moved beyond the glass ceiling (Catalyst Report, 2011). By reviewing
scholarly research and exploring new data, this study will address the research problem
and question: What factors, such as work-life balance, leadership and management style,
motivation to lead, success strategies, and career development, contribute to the success
of female leaders within businesses?
Background of the Study
Women do not have a prominent executive presence in top Fortune 500
companies, and on corporate boards that have more men than women in top roles, they
are considered supportive followers but not leaders (MacRae, 2005). Corporate
recruitment and training practices do not provide women with positions that can increase
visibility and enhance career opportunities to allow them to achieve professional goals
(MacRae, 2005). Women progressed to senior management ranks in fewer than ten
3
Fortune 500 businesses, where women possess very few top positions that are high
profile and demanding, according to Reinhold (2005).
In the last five years, women leaders have achieved entry into practically every
field of business, including traditional and non-traditional positions such as farming
businesses (Kaufman & Grace, 2011). However, barriers such as limited executive roles
and the lack of opportunity for career and succession planning continue to impede the
advancement of women, according to the Business Women’s Association Census
(Johnson & Mathur-Helm, 2011). Although women are gaining leadership roles in many
sectors, female executives still hold a small number of senior level positions in academia,
government, politics, sports, private and public organizations, and the health industry
(Lantz, 2008). Women who break into the political network, for example, do so by
developing mentor relationships with men or women in higher-level roles to help them
with effective strategies (Coe, 1992).
Along with the successful strategies some women employ to achieve
advancement, limited trends in the business realm also contribute to the promotion of
women to the executive level. Some companies encourage qualified women to train
themselves in order to compete for higher level jobs (Wood, 2001). Executive women are
known to have a good effect on the corporate environment, and they tend to be more
open to sensitive areas that can possibly affect the business long-term. Furthermore, once
some executive women break the glass ceiling, they continue to develop in the executive
role (Wood, 2001). These trends encourage further investigation into the factors that
influence the level of their success.
4
A small percentage of women executives overcome corporate barriers as they
progress to a senior management positions (Linehan & Scullion, 2008). Despite the large
number of women working in middle management positions, women remain invisible in
key senior executive roles across the business industry, according to Linehan and
Scullion (2008). There are some women who cannot break through the stereotypical
barriers to progress to upper management, but some women have managed to overcome
this particular barrier (Mainiero, 1994). The aim of this study is to understand the process
and strategy necessary to acquire a top executive role while some women endure
stereotypical barriers and cannot break through to the senior level (Linehan & Scullion,
2008).
The scholarly research uncovered some success strategies used by executive
women that helped move them to a top position. Harris and Ogbonna (2006) described
success strategies for women as sustained actions, behaviors, and accomplishments that
enhance extrinsic or intrinsic career success. Mainero (1994) interviewed 55 high-profile
female executives who had broken through the glass ceiling to gain a top executive role.
Each of these women attributed their success to several areas linked to education, career
planning, and working within the right organization, one that promoted women (Mainero,
1994).
Executive women must deal with work-life challenges to remain on top. Most of
these women are seeking better ways to balance career, family, and success at an
executive level. Ragins and Sundstrom (1989) conveyed that executive women deal with
constant opposition as they work to maintain work and family; these obstacles affect
their success strategies, and the challenges do not disappear overnight. Work-life
5
balance can be a huge challenge to some executive women in many ways, including the
need to balance personal commitments, busy travel schedules, high profile positions, or
demanding work schedules. Executive women have more control over decisions and can
make a great deal of choices at the top (Caproini, 2004).
According to Bass and Avolio (1994), some women in management positions
demonstrate extra effort, performance, characteristics, and advancement across
organizations. The female leadership style is a key topic discussed regarding women
leaders. Ionescu (2012) stated some executive women have slowly moved up the
corporate ladder, and women bring an arsenal of strengths to their leadership roles. A
noticeable theme is a consistent development of leadership skills and education by
executive women. Sen and Metzger (2010) stated transformational leadership is
connected more with female characteristics like support, less control, cooperation, and
problem solving. Overall, most of the women in executive roles are more eager,
democratic, and carry a more participative style of leadership, according to Bass and
Avolio (1994).
Most women see barriers such as discrimination or being overlooked for an
executive position as a personal motivator (T. Daniel, 2004). These women are
motivated to move beyond the corporate glass ceiling to take better control of their
earning and decision-making power and to create a better balance with personal and
professional demands (McGowan, Redeker, Copper, & Greenan, 2012). A few executive
women are motivated to lead because of the challenge, opportunities and the personal
desire to accomplish a certain career objective (T. Daniel, 2004).
6
Women striving for top executive positions employ various strategies for
success. A few women leaders respond differently to the discrimination they experience
in the workplace by going around the barrier to continue to progress toward the goal of
senior management (McEldowney, Bobrowski, & Gramberg, 2009). Women in
management positions may be restricted to obtaining a certain executive role, but they
do not hold back their ability to perform a leadership task (Fisman & O’Neill, 2009).
Some women are not backing down from their personal goal to reach an executive
position.
A major concern of this research study is revealing how some women achieved
their senior level position while so many other women remain in middle management
with no guidance or support (Wentling, 1996). By exploring and understanding what
motivates executive women to move beyond the barriers, this study can uncover the
personal achievements of senior executive women (Wentling, 1996). Wrigley (2002)
conveyed that a way for women executives to go beyond the glass ceiling is to become
entrepreneurs. Women take their careers just as seriously as their male counterparts;
therefore, more women have moved to leading their own businesses to avoid some of the
corporate glass ceiling issues (Wentling, 1996). According to Bass and Avolio (1994),
there are four million female entrepreneurs leading and managing their own business with
some landing on the Forbes or Fortune 500 lists.
Another factor that may influence women’s advancement is the professional
value, worth, education, and tenacity they demonstrate as business leaders. Women also
seek to improve their professional and social positions and to achieve career development
through enrollment in educational or training programs that assist with advancement
7
(Johnson & Mathur-Helm, 2011). Women executives who are in key senior management
roles expect to be respected for their own talent, knowledge, and competence in
leadership roles (Johnson & Mathur-Helm, 2011, p. 47). However, these successful
women may not acquire executive roles despite their skill in dealing with barriers for
attention and representation of their gender.
An individual with initiative, strategy, and a plan can describe motivation as the
concentration and direction of effort, the desire to lead. An individual’s motivation is
significantly connected to her organizational behaviors or external rewards (Barbuto &
Story, 2011). Barbuto and Story (2011) noted that achievement and organizational
behavior are significantly related. Overall, executive women are motivated to lead for
achievement, more control over hours and career, extrinsic and intrinsic goals, and
earning potential (McGowan et al., 2012).
Women-only programs are developed within certain industries to assist women
with career development needs and to address gender equity in executive positions
(Tessens, White, & Web, 2011). Women want to advance their careers, but they
encounter limited resources, training, and support for their development needs,
according to Tessens et al. (2011). Current situations suggest that women in low to mid-
management positions are able to advance to a certain point before they hit the glass
ceiling (Dimovski, Skerlavaj, & Kim Man, 2010). Women graduate from college in high
numbers, more women are working, and some are pushing themselves beyond the glass
ceiling right to the top. The existing corporate structure contains barriers that hold
women in middle management positions with no access to the top echelon jobs (Tessen
et al., 2011).
8
Statement of the Problem
Over the past five years, the number of women in leadership roles has slightly
increased, but there is still a need for more women in top corporate positions (Cook &
Glass, 2011). Women slowly moved into senior level positions in big corporations in the
last decade, setting the number to a third of the management positions held by women in
the private sector. Although the diversity issue is discussed within the business
community, too many boardrooms, corporate-level suites, and senior positions remain
unfilled by women (Cook & Glass, 2011). The Catalyst Report (2011) highlighted the
slow progression of women executives into high-ranking roles and governance positions,
revealing only 16.1% of women in business sit on corporate boards, and only 14.6% of
women in business are corporate officers.
The number of women who move up the corporate ladder is very small, and
reports reveal insignificant progress each year since the mid-1990s (Hollein, 2012, p. 6).
Salas-Lopez, Deitrick, Mahady, Gertner, & Sabino (2011) discussed the gap in literature
does not describe the leadership experiences of women as top leaders within the medical
industry (p. 34). The scholarly research does not examine factors contributing to
successful women leaders; therefore, this exploratory research will add to the body of
literature by examining the factors that influence how women progress to executive
positions.
Purpose of the Study
The purpose of this exploratory qualitative study is to describe the factors that
contribute to executive women’s achievement in business. Professional women look for
9
ways to advance to high-level positions to conquer career and personal goals, but they
encounter limited support and a lack of programs that help them accomplish the
objectives (Forbes, Piercy, & Hayes, 1988). Only 14.6% of women in business have
cracked the glass ceiling and work in high-level positions of running large operations
(Matsa & Miller, 2011). The objective of this study is to contribute new knowledge based
on the fundamental factors that explain how executive women moved beyond the glass
ceiling to achieve success.
The study explored factors that contributed to the success of American women in
business. The experiences, challenges, problems, and barriers to achieving a top role are
different for women executives than for other executives. The study explored the
essential factors and approaches experienced by the small percentage of women in senior
executive positions. The researcher interviewed 15 senior executive who succeeded to a
senior management position to explore how they achieved success.
Rationale
This qualitative exploratory study was the best method to explore the experiences
of executive women and uncover any similarities, themes, or new knowledge to help gain
understanding of the success of these women. The foundation for conducting this study
was a suitable procedure to gather specific descriptions through in-depth interviews about
individual’s experiences and perceptions. This method allowed the researcher to interpret
the data and analyze critical conceptions that helped the study to achieve an in-depth
understanding of how executive women surpassed the glass ceiling to achieve high-level
executive positions. The interpretation process of the findings provided a chance to
10
increase the knowledge concerning how more women may attain senior management
roles in a private or public business.
Research Question
What factors such as work-life balance, leadership and management style,
motivation to lead, success strategies, and career development contribute to the success of
female leaders within businesses? In order to address the gap in the scholarly research,
this research question set the context for more literature to address the existing gap and
research problem.
Significance of the Study
The significance of this study relates to the field of organization and management.
Only 14.6% of women in business are upper level executives (Catalyst Report, 2011),
and very little research exists to explain why so few women achieve these roles, while the
majority of women in business succumb to the barriers inherent in the current corporate
structure, which restrict them to lower and middle management positions. This qualitative
exploratory study gathered descriptive data to illustrate how women executives’ success
strategies and life experiences enabled them to move beyond the corporate glass ceiling.
Very few women have risen to the top echelon of executive roles, and this study set out to
identify the factors that distinguished these women as successful in their efforts to
conquer a top role. This study presented the opportunity to address the gap in the
scholarly research and impart understanding of how these women overcame barriers to
reach the top. This research study contributes to the field of organization and
11
management because it provides new knowledge on the women’s work ethic, strength,
tenacity, and strategies.
Executive women work hard to create balance, develop skills, and gain an
executive role. Women striving for a top position share the same career goals as men, and
female executives have the same level of intelligence, education, and commitment as
men, according to Barsh, Cranston, and Craske (2008). Unfortunately, the gender
differences, diversity, and other challenges prevent most women from reaching the top
echelons, and the corporate industry has an increasingly pressing need for additional
diverse leaders (Barsh et al., 2008). Patterson (2005) conveyed that advancing more
women to executive roles helps create a diverse workforce and enhances the corporate
culture for better business outcomes. Also, women have been found to lead in ways that
are efficient for modern organizations and in ways that can position the business to
succeed in the future (Barsh et al., 2008).
Certain companies view the advancement of women into management roles as
vital for growing a diverse workforce; therefore, they strive to improve the environment
so that most of the women achieve success (Rosette & Tost, 2010). However, a gap in the
literature exists and little information has been gathered from women executives’ points
of view about their strategies and experiences of business success. Much of the recent
research focused on gender differences and leadership style and considered men as the
leadership model (Byrd, 2009). Given the limited scholarly studies, it is challenging to
explore factors contributing to the success of women leaders. This research focused on
the theory by exploring the conceptual framework and research question to examine how
these women managed the process to move beyond some obvious corporate barriers and
12
achieve significant leadership responsibilities. The limited scholarly research on success
factors was addressed through collecting rich descriptive data that presented experiences
throughout the executive women’s careers.
Definition of Terms
For the purpose of this research study, success is defined as a senior executive
position in a public or private business. The study explored how career development,
management and leadership style, success strategies, and motivation to lead contributed
to women executives’ success in business. For the intent of the study, senior executive is
defined as chief executive officer, chief operating officer, chief financial officer, chief
marketing officer, president, or vice president. Operational definitions of other terms
follow:
Career Development. The study defined career development as training,
development, support, and mentorship to progress to a senior position (Tessens et al.,
2011).
Management and Leadership Style. Management style was defined in the study as
an extra effort of style, performance, and the ability to manage. The study defined
leadership style as a style that is eager, collaborative, transformational, interactive, and
participative (Chirikova & Krichevskaia, 2002).
Motivation to Lead. The study defined motivation to lead as executive women in
a private or public business with extrinsic and/or intrinsic motivation, self-
determination, control over career, and decision-making power (Srivastava, 2012).
13
Success Strategies. This study defined success strategies as career goals, a
sustained action, or behavior used by women to achieve an executive position in a public
or private business (Mainiero, 1994).
Work-life Balance. Work-life balance was defined as the means used by
executive women with control to balance personal commitments and busy work
schedules in order to remain successful in a public or private business environment
(Caproni, 2004).
Assumptions and Limitations
Theoretical Assumptions
The first theoretical assumption for this study is that a small percentage of
executive women have moved beyond the glass ceiling. The conceptual framework of the
research uncovered how success strategies, career development, motivation to lead, and
management and leadership styles helped these women gain top roles. The interpretation
process provided meaning, new knowledge, and understanding on how 14.6% of women
in business achieved success beyond corporate barriers (Willig, 2012). The hermeneutic
circle stipulates that in order to understand meaning among communities, a researcher
must start with a belief and utilize terms that assume a basic understanding of what he or
she is trying to comprehend (Crotty, 1998). This research study explored the small
percentage of female executives who strategically moved beyond the barriers.
The other assumption is that the exploratory approach provided detailed
descriptions from the interviews to assist with the development of meaning and
understanding. The interview process is like a construction site of knowledge wherein the
14
researcher must interpret unstructured data, according to Kvale (2007). It was assumed
that the theoretical framework from the literature review will focus on the knowledge,
strength, and commitment some executive women demonstrated as business leaders.
Although a few women have conquered the corporate glass ceiling, women are still
underrepresented in top roles in the corporate, public, and private sectors.
Topical Assumptions
The traditional assumptions about what is needed for a woman to reach a senior
level position have changed. One previous assumption was that women have to act or
lead like their male counterparts to work in a senior role. However, a few women have
transformed themselves to move beyond gender barriers to operate large businesses. This
research aimed to identify and describe the similarities, experiences, and barriers shared
by women who have gained executive positions of vice president and above. This
research topic provided an understanding of female executives’ experiences through a
qualitative exploratory research that identified the phenomena (Maxwell, 2005).
Methodological Assumptions
The researcher took into consideration the quality needed to produce a reliable
research study. Flick (2007) believed the attribute of reliability in a qualitative
exploratory research is the result of the efforts in planning, conducting, and reporting.
These three steps are pertinent for designing a qualitative study. The assumed exploratory
methodology has the ability to achieve an in-depth understanding of how some executive
women moved beyond obstacles.
The researcher assumed that the study participants were experienced and capable
of describing their success factors and motivation to lead. In order to achieve rich
15
descriptions, the exploratory method provided the opportunity to explore and interpret the
data. This methodology allowed the heuristic meaning and insight into the phenomenon
being examined (Bierema, 1996). The qualitative research provided the opportunity to
closely examine and interpret the collected data.
Research Limitations
The researcher had limited experience in conducting a qualitative exploratory
study. The objective was to seek professional help during the qualitative procedure. The
researcher read books on advanced qualitative methodologies and practiced conducting
interviews with elites. The qualitative process involved conducting research with 15
participants to understand the entire senior executive women population. The research
was limited to studying the 14.6% of women in business who have achieved executive
status to answer the study question.
Theoretical/Conceptual Framework
This study provided rich data and a theoretical framework regarding the variety of
experiences of women executives. The participants have risen above the glass ceiling to
acquire executive-level positions. It was important to understand whether career
development, leadership style, or motivation to lead helped these women move beyond
barriers. The previous literature focused on the differences in women’s organizational
and career outcomes predicted from the theory and data collected (Lyness & Thompson,
2000). However, some executive women seek career positions with concerns regarding
work-life balance, mentorship, and leadership style for the top role.
16
Figure 1 illustrates the theoretical constructs and conceptual framework the study
developed for the interviews. This study provided information to fill the gap in research
in the field organization and management by exploring various leadership qualities and
success strategies used by women in business. For example, some executive women held
a key concern of whether or not the leadership position was suitable for them (Hollander
& Yoder, 1980). An interpretive analysis of the participants’ transcribed responses
functioned as the main source of examination for the research. An interpreter of such data
believes human science is focused on understanding the human experience. Halaweh’s
(2012) interpretive research contended that the environment is developed and interpreted
by human engagements. The researcher interpreted and provided detailed descriptions
based on the data.
Figure 1. The study’s theoretical and conceptual framework.
17
Organization of the Remainder of the Study
Chapter 1 provided an introduction to the problem, background of the study,
statement of the problem, definition of terms used throughout the research, and purpose
of the study. The research was essential to show how some executive women moved
beyond corporate barriers. Most women in corporate management positions have not
achieved enough success to gain an executive role. It was important to explore and
examine how a small percentage of women were successful in moving up the corporate
ladder. Although women are striving to succeed in corporate careers, the number of
women executives in male-dominated positions still remains low. Women make up 47%
of the work force and are faced with many barriers that distract them from achieving
corporate success. The scholarly literature is very limited in attempts to explain how only
14.6% of women in business have achieved a corporate title of vice president or above.
Chapter 2 will highlight literature focused on women in leadership roles,
management style, career development, work-life balance, motivation to lead, and
success strategies. The scholarly articles presented in Chapter 2 will address the process
senior management women face throughout their careers and the positive career
outcomes that some women achieve (Daughtery, 2012, p. 48). The foundation of the
scholarly data focused on the conceptual framework and will substantiate the findings or
add new knowledge to enhance understanding of the unknown factors required to achieve
a senior management position. Women in executive positions are seen as committed to
their career advancement and have made personal sacrifices to prove their loyalty,
according to the Catalyst Report (2006). Some executive women have made significant
18
sacrifice to achieve their professional goals and gain a top senior executive position; the
scholarly research discussed how the women’s leadership ability aided them to achieve
professional satisfaction within their careers.
Chapter 3 will provide the qualitative exploratory methodology, research design,
sample, data collection, and analysis utilized for this study. The objective of the research
was to provide the success factors and experiences of executive women who succeed in
their leadership positions. The goal was to provide rich data to add to the body of
literature to gain insight on their experiences. Chapter 4 will present the final results from
the 15 interviews, details of the interview questions, similarities, new knowledge and
themes revealed from the participants’ responses and Chapter 5 will provide insight to the
essence of the study, recommendations, summary, conclusions, and discussion of how the
findings can impact the body of literature. Finally, the findings are discussed within the
framework of the existing scholarly literature.
19
CHAPTER 2. LITERATURE REVIEW
Introduction
The research question for this study, What factors such as work-life balance,
leadership and management style, motivation to lead, success strategies, and career
development contribute to successful female leaders within businesses?, was presented in
Chapter 1. For this literature review, the researcher conducted a search of existing studies
to find specific information pertaining to those factors of interest. However, there is
limited scholarly literature on this topic.
The research conducted for this review closely looked at the theoretical
conceptual framework and searched for descriptions in the literature of factors such as
career development, success strategies, work-life balance, motivation to lead, and
leadership and management styles of successful women executives, to address the gap in
the existing literature. Each theoretical concept for this research study is discussed and
summarized to describe how each concept relates to the success of women in senior
management. Further, the literature review revealed the shortfalls and gaps in research
about the factors that determine women executives’ success, which in turn delineated the
path this research should take.
Work-Life Balance
For purposes of this research study, work-life balance is defined as the means
used by executive women with control to balance personal commitments and busy work
20
schedules in order to remain successful in a public or private business environment
(Caproni, 2004). Work-life balance is structured into the conceptual framework of this
study, which guides further discussion as to how this balance contributes to the
achievement of women in senior management roles.
The United States Bureau of Statistics stated that the percentage of women in the
paid work force has increased from 43.7% to 55.5%, according to Lingard and Francis
(2005). Since more women are working today than prior years, the increase in
educational and professional goals is causing more women to consider how to balance
personal and professional schedules (Lingard & Francis, 2005, p. 1,045). This study
reviewed existing scholarly literature to examine whether work-life balance is a key
factor for senior executives.
Women seek more leadership positions to support their families and achieve their
personal career goals. Indeed, Lingard and Francis (2005) discussed that women who
desire to provide financial support to help their families accounted for the increased
percentage of women in the labor force; therefore, this change in the work-force and
home life puts a demand on women to balance important situations and indicate
transformation in their work-life balance. The generation of younger women are centered
on the non-standard labor models that permit them to enjoy a more suitable work-life
balance (Lingard & Francis, 2005, p. 1,046). Most of the women in top roles,
furthermore, are more in control of their professional work commitments so that they can
balance personal demands and are consciously putting boundaries on work obligations
that affect their kids or elderly parents.
21
Lingard and Francis (2005) conveyed that educated and skilled women
proactively intend to merge work and family to influence their employment choices (p.
1,046). These women are making sure they hone their education and skills to ensure they
are qualified to gain employment with a traditional or non-traditional business (Lingard
& Francis, 2005). Women throughout the United States are experiencing similar
challenges in work-life balance as women in other parts of the world, and as a result,
businesses have been forced to adjust their practices to accommodate the changing needs
for balance. In fact, non-traditional or traditional employers are expected to attract and
retain qualified women.
Achieving a satisfactory work-life balance is neither simple nor easy, however.
Watts (2009) stated the constituent attributes of work-life balance (WLB) are difficult
and incorporate a number of features related to time spent working, family, the volume of
work, the workplace culture, job satisfaction, life outside work, and organizational
expectations (p. 38). Work-life balance is very broad, multifaceted, and it operates on a
number of diverse levels. According to Watts (2009), there is no philosophical level or
universal agreement about what constitutes work. The concept of work-life balance is
mediated by reality. Work is typically organized by activity, race, class and gender, as is
the concept of family and leisure (Watts, 2009, p. 38).
Women create their balance based on their reality and personal needs. Paid work
forms an identity that offers opportunity for personal fulfillment. Personal time and
family also constitute part of an identity (Watts, 2009). There is no specific rule to
separate work and life as optional alternatives. Work-life means the same in terms of
identification of an individual performing an activity whether it is work or family (Watts,
22
2009, p. 38). Many women have issues with work-life balance concerning family
responsibilities. Women are usually the ones adapting to work and accommodating those
responsibilities. These women have to separate their responsibilities and split their time
between the work and home life.
Difficulties can arise as women strive for balance. Malik, Hussain, and Mahmood
(2011) highlighted conflicts related to role overload and work-life balance. The study
described role overload as the increase in responsibilities from home and work
experienced by senior executive women. These women may at the same time assume the
roles of employee, parent, leader, spouse, and friend (Malik et al., 2011, p. 403). The role
overload comes from mismatched responsibilities and the limited amount of time to
accomplish them. Work overload affects the family time when balance is not achieved
(p.403).
Malik et al. (2011) distinguished work-life balance in both subjective and
objective manners. Work-life balance is subjective when measured by women’s notion to
balance responsibilities for both family and work. The objective view is measured from
the consequence of a behavior like working long hours (Malik et al., 2011, p. 404).
Work-life balance and increased productivity occur when well organized firms care about
their leaders and employees. The companies implement better WLB opportunities and
employ highly skilled and productive women. WLB has positive effects on productivity
when women in leadership roles have more control over hours and staff outcomes (Malik
et al., 2011, p. 404).
Women in leadership tend to occupy jobs with the authority to control their
schedule and career. Zeytinoglu, Cooke, and Mann (2009) conveyed in the literature that
23
executive women have more flexibility to balance schedules for work-family and
highlighted that executive women are working longer hours than in the past (p. 557). It is
important for women to have independence and influence to control their work schedules.
Women with job independence can dictate whether or not they have a flexible work
schedule. Women in senior management with demanding positions have authority to
negotiate time for family, according to Zeytinoglu et al. (2009). The value of WLB
privileges by executive women was also highlighted in a study by Zacharias (2005), who
asserted that some executive women do understand that they are privileged to be able to
create their own balance, to have their performance often times not be an issue, so that
they can take full advantage of the WLB privileges.
Boundaries are important to work-life balance; therefore, executive women who
create boundaries for their work and family are likely to be successful in managing their
career and family responsibilities, according to Ransone (2007). Women who do not
create the appropriate balance are most often the ones faced with stress or health
challenges. Successful women are faced with work and family demands that require
important or difficult decisions to maintain balance (Ransone, 2007, p. 377). It is
sometimes complicated for women to separate family and work, and they feel compelled
to work smarter, harder, and longer hours. Successful women tend to stay connected with
work through cell phones, e-mail, or on a Blackberry when the workday is over or when
they have a day off (Glubczynski, Kossek, & Lambert, 2003, p. 12).
While existing literature clearly established that work-life balance is an important
challenge and consideration for women in executive roles (Lingard & Francis, 2005), the
current study will examine the ability to achieve work-life balance as a possible means by
24
which women can achieve their goal of breaking through the corporate glass ceiling to
upper level positions.
Management and Leadership Style
The conceptual framework of this study incorporates the concept of management
and leadership style that warrants further scholarly research regarding whether the
concepts act as a success factor that contribute to executive women’s success in business.
Management style was defined in this study as an extra effort of style, performance, and
ability to manage (Chirikova & Krichevskaia, 2002). This research study also defined
leadership as a style that is eager, collaborative, transformation, interactive, and
participative, according to Chirikova and Krichevskaia (2002). The theoretical concepts
that shape this study examined scholarly research to uncover how the gap in literature
will address the research study question and address the problem.
Previous research has examined the leadership and management styles of women
in terms of their strengths and suitability for certain industries. The scholarly literature by
Sylvia et al. (2010) discussed that women feel that leadership knowledge is gained
through life experiences and includes making and learning from mistakes. Many of their
leadership qualities were nurtured during their early childhood development and
education. The study conveyed that leadership ability and knowledge are combinations
that work together for successful leaders. Sylvia et al. (2010) stated the position parents
play in the leadership growth of women is seen later in their leadership style. Women
focus on creating strong work ethics to gain a rewarding career (Sylvia et al., 2010, p.
28).
25
Women use a supportive and nurturing leadership style to help them become
leaders in rural areas. These women have distinct credentials and characteristics such as
the ability to empower others and openness to diversity that are lacking in their male
counterparts (Sylvia et al., 2010, p. 24). The female leaders viewed their leadership role
as that of a nurturer, which is a positive attribute toward leadership expression (Sylvia et
al., 2010, p. 28). According to Sylvia et al. (2010), the emerging women leaders in rural
areas try to avoid barriers to maintain persistent growth and career success. The scholarly
literature revealed these women were being introduced to government roles and
professional organizations through neighbors, which helped develop their leadership
skills. According to Sylvia et al. (2010), a fundamental determinant for leadership
improvement is a valuable and extensive partnership with loving and knowledgeable
adults (p. 29). Women in rural areas can develop leadership through personal experiences
within their environment.
Women in leadership will soon have better opportunities to make bold
adjustments required for advancement in medicine. The expectation is more women will
continue to progress into the medical workforce. In addition, the representation of them
in essential leadership roles will be expected (Salas-Lopez et al., 2011, p. 41). The
medical academic institutions are creating ways to reduce barriers for women to progress
and to empower them for leadership positions. For the women who break through the
critical mass, executive women will be extremely valuable to any medical organization in
the 21st century (Salas-Lopez et al., 2011, p. 41). This is an important call for change by
the medical industry to place more women in leadership positions. By implementing this
change, the industry confirms the importance of gender diversity in its institutions.
26
The literature review also provided findings that women as leaders in high-
growth, high-potential engineering firms were underrepresented. Researchers asserted
that incorporating and accepting female leadership should help organizations increase
revenue. It should also challenge the thinking process of both genders to ensure the best
possible decisions are made (Wirth, 2010, p. 166). Wirth (2010) claimed an
organization's diversity and perspective is critical to maximizing a productive and
efficient working environment (p. 166). Wirth (2010) believed adding women will
increase bottom-line results and will boost overall productivity (p. 162). Women who
made it to the boardroom in engineering firms attribute their success to society’s focus on
technology. This is an environment structured on innovation. Wirth argued that the lack
of women on top boards or in senior level positions dampens the productivity of
organizations.
According to Wirth (2010), a Catalyst study found 520 firms improved their
bottom-line by incorporating women on their boards of directors (p. 163). An analysis of
the study shows women with traits such as empathy and innovative ability moved up the
engineering ladder as leaders. Their input in the boardroom brought positive financial
returns for their companies. Wirth (2010) confirmed that women make up close to 50%
of the work pool. Companies that refrain from hiring qualified women hinder their
growth revenue. It makes good business sense to incorporate more women into all levels
of employment (Wirth, 2010, p. 162).
Research has shown that a few common attributes found in women leaders are
included in most definitions that exemplify leaders of top organizations. The executive
women’s leadership goal is to contribute to the development and accomplishment of the
27
business, depicting it a non-routine of influence (Manz & Sims, 1991). The ability to
influence is grounded in the cognitive and political processes of an organization. Most
individuals think of leadership as one person doing something to another person, which is
called influence. The ability to exert influence comes from someone who has the capacity
to inspire another person (Manz & Sims, 1991). Women executives are seen as having a
level of influence to achieve corporate success.
The meaning of leadership by Bass is the interaction and interpersonal influence
of circumstances related to organizational goals as cited in Kjelin (2009). Another
description of leadership points out four key career developments: the nature of the
process, the presence of influence, the group background, and achievement of goals.
Women executives demonstrate strong career development to help exploit their position
and grow the business. Leadership should aim at developing excellent changes and
movement in a business (Kjelin, 2009). Other literature reviews have characterized
leadership among women as a social and active process with a moral aspect. Sen and
Metzker (2010) stated organizations with the highest level of senior executive women in
a leadership role saw more profit and efficiency than businesses with the lowest number
of executive women in a leadership role (p. 75).
Yet the observation of women’s leadership successes does not guarantee
understanding of what makes women an excellent leader. Women in top leadership roles
are the most widely talked about with the most elusive and puzzling explanation to their
ability to move beyond corporate barriers. Corporations yearn for great leadership power
to move their businesses forward (Wren, 1995, p. 27). Leadership is a topic of interest
worldwide, and great leaders are known for their ability and many characteristics; a
28
leader is one who asserts influence stemming from several distinct foundations of power
(Wren, 1995, p. 27). Most executive women in leadership positions have power and
influence related to people and the business. The way the business industry has rapidly
changed has caused women in leadership roles to have more qualities and diversity with
transparency as much as possible.
A leadership role includes a job to do and individuals with whom to do it. The
likelihood of successful goal attainment must depend upon the extent to which the
assistance of the people and the control of the task are facilitative (Wren, 1995, p. 97).
Leadership will evolve with leaders being more focused on tasks, success, leading with
integrity, and leading with great accomplishments. According to Manz and Sims (1991),
leadership has historically been a masculine concept, role, and position within
organizations. Now that more women have entered the workforce, a small percentage of
them are in leadership positions. Most senior executive women are not seen as masculine,
but as productive, smart, and successful. The most appropriate leader today is one who
can lead others to lead themselves (Manz & Sims, 1991).
Women leaders tend to be better equipped than their male counterparts for
management and transformational leadership due to their career development and
leadership role (Eagly & Carli, 2003). Most women executives are seen as more caring,
excellent listeners, sensitive to their employees’ needs, and attentive. It is important that
women positioning for executive roles display certain management and leadership
competence to even be considered in the executive suite, according to Eagly and Carli
(2003).
29
An overall perspective on women’s effective management style concluded that
women have brought a balance to the business environment. Women executives are seen
as more understanding and open-minded, stronger communicators, more sensitive to
business relationships, and more effective in marketing management of their business
(Wood, 2001). Women in executive management are seen as successful even though they
may be faced with barriers like informal networks in the organizational hierarchy,
according to Lyness and Thompson (1997). Barriers like informal networks and
relationship development are important factors for successful executive women and can
hinder their performance and career advancement if excluded.
Some key management styles like driven, decision-maker, cooperative, and
focused on aspects of performance, as identified by Freeman and Varey (1997), have
created some successful outcomes by senior executive women. These women often make
some informal, creative, opportunistic, and reactive decisions that sometimes lead to a
profitable business. Overall, women who moved up the corporate ladder and beyond the
glass ceiling all share some of these management styles (Freeman & Varey, 1997, p. 77).
Another management style displayed by successful women executives is transformative.
A transformational leader actively interrelates with subordinates to move the business
forward. Most senior executive women with a transformational style of leading
understand the importance of their role, business, and employees (Chirikova &
Krichevskaia, 2002, p. 40).
Women view networking with senior executive males in powerful positions as the
most important prerequisite for success at elite levels (Lyness & Thompson, 2000, p. 86).
These women managed to move beyond the informal network and relationship barrier by
30
creating a network to support their executive position. In today’s business world, efficient
leadership is crucial. A business should keep women on track in their leadership roles.
Cabrera (2009) affirmed that a business that supports female leaders communicates
support for work and family balance for senior level women, and businesses with more
women in upper management have outperformed organizations with fewer women in
senior level groups (p. 41).
The literature review revealed that much research has examined the characteristics
of leadership and managerial styles in general and those of women in particular. Research
has also asserted that women’s leadership styles suit them particularly well to certain
businesses and industries, and some studies have shown that women’s leadership can
improve a company’s bottom line. This study will supplement and augment the previous
research by examining leadership style and managerial techniques as factors in the
advancement of female executives who have achieved upper executive positions.
Motivation to Lead
Motivation to lead is defined in this study as executive women in a private or
public business with extrinsic and/or intrinsic motivation, self-determination, control over
career, decision-making power, and based on Barbuto and Story most women are focused
on self-determination to gain success (2011). Motivation to lead is constructed into the
theoretical concept of this study to examine scholarly literature to investigate the gap in
literature and whether this concept is a key factor to achievement by senior executive
women. It is important to explore existing literature to investigate if motivation to lead is
31
essential to the success of senior executive women and add new findings to the body of
literature.
Self-determination is the personal desire to motivate oneself to gain success.
Having free will is an attitude for human motivation along with individuality traits that
encompass conventional empirical techniques that are used in an organization, as was
conveyed by Ryan and Deci (2000a). A woman’s developmental propensity and natural
psychological desires are normally the core for self-motivation and personality
incorporation (Ryan & Deci, 2000a, p. 68). This process may never change related to
how women feel about their personal desires to grow in their careers.
Overall, some senior executive women are focused on self-determination and
extrinsic motivation to gain financial reward. Barbuto and Story (2011) concluded that an
individual’s motivation is significantly connected to their organizational behaviors or
external rewards. Barbuto and Story (2011) also noted achievement and organizational
behavior is significantly related to personal motivation when women in executive roles
achieve success (p. 26).
Gagne and Deci (2005) discussed that self-determination assumes autonomous
and contained motivations that vary in terms of their basic regulatory procedure. In
autonomy-supportive contexts, the environment allows for opportunity for self-initiation
and choice and provides for meaningful rationale once a choice is constrained. In a
controlling context, there tends to be pressure on how women think, react, or feel (Gagne
& Deci, 2005). The literature stated most women in senior management are self-
determined to move up the corporate ladder regardless of the glass ceiling.
32
Self-determination is also evident in Remedios and Boreham’s (2004) work,
which conveyed that most women in leadership roles are likely to be most motivated
when they consider themselves as the authors of their personal actions. This phenomenon
is described as taking ownership of their behavior along with motivational levels
(Remedios & Boreham, 2004, p. 221). Remedios and Boreham (2004) also provided an
excellent analysis of autonomy in the work place. Both researchers agreed that in a
working culture, autonomy occurs when a person has some responsibility, and with
responsibility comes pressure to respond to that accountability (Remedios & Boreham,
2004, p. 221).
Amabile (1993) discussed that motivation has been difficult for some female
organizational leaders, but as the future unfolds, the need for personal encouragement
will become more challenging (p. 185). The challenge to remain motivated is determined
by the corporate barriers women are encountered while moving up the executive ladder.
According to McGowan et al. (2012), executive women are motivated by opportunities
that will improve their circumstances and promote them as leaders. The scholarly
research identified motivators like the desire for self-fulfillment, autonomy, greater
wealth, or being their own boss as their motivation to lead (McGowan et al., 2012, p. 55).
Some women in executive positions are driven by their intrinsic desire to achieve
a personal goal. Intrinsic motivation theory is defined as a personal need to feel
competent and proud from a performed activity (McCullagh, 2005). According to
McCullagh, executive women are motivated to lead with intrinsic drive to perform
executive functions for personal gain and satisfaction. It is more of a natural capability or
personal interest that a person desires.
33
A reward or recognition for good work is not a motivating factor according to this
theory (McCullagh, 2005). Intrinsic motivation fulfills some of these women’s personal
goals; women give straight satisfaction in their personal truth, and women provide direct
satisfaction to essential psychological desires. Another aspect of premise of intrinsic
motivation is the perception of competence and how competence plays a major role in
motivation. The personal challenge arises from the individual’s feelings of satisfaction or
success from the work (Amabile, 1993, p. 188).
On the other hand, extrinsic motivation is characterized as a performance of an
action to attain an outcome (Ryan & Deci, 2000b, p. 54). Women with an extrinsic
motivation desire senior executive positions because of the monetary or material rewards
from the outcome of a performed activity. Executive women with extrinsic goals have an
outward orientation or one that is focused on external goals with worth versus their basic
need satisfaction (Ryan & Deci, 2000b). These women create and monitor their personal
goals and achieve their psychological desires for measurable success. A construct of
extrinsic motivation happens as an individual feels ambitious about exterior matters or
the work itself, such as promised incentives or expected assessments. Most likely, the
assumption is that whenever tough extrinsic motivators are put on tasks, individuals are
more likely to finish the work within expectations (Amabile, 1993, p. 188).
The reviewed literature has examined the features, characteristics, and sources of
women’s motivations to lead in business. However, evident again in the research
regarding this factor of interest in this study, is a lack of examination of women’s
motivation to lead as an influential force or contributor to their success in surpassing
34
traditional barriers in business. This study will consider motivation from that perspective
and contribute knowledge to the body of research.
Success Strategies
Success strategies was defined in this study as career goals, a sustained action, or
behavior used by women to achieve an executive position in a public or private business
(Mainiero, 1994). The researcher examined scholarly literature to connect success
strategies to the conceptual framework of this study and research question. The
highlighted literature indicated that success strategies are connected, and it is essential to
connect additional scholarly literature with the theoretical concepts as core factors to
achieve a top position in a corporate or private business.
Ragins, Townsend, and Mattis (1998) addressed strategies executive women
employed in order to break barriers to advance to the top. The first strategy was superior
performance, which is expected from senior executive women. Most of the women
ranked this strategy as crucial and very important. Women who moved beyond corporate
barriers stated how executive women consistently had to prove their capability and
needed to over-work in order to counter negative assumptions (Ragins et al., 1998, p. 29).
A second success strategy included creating a business style in order to be
comfortable with their male managers. These women had to work in an environment
predominantly within a male culture. This is normal with the male managerial model in
most corporate environments seen as masculine styles and characteristics (Ragins et al.,
1998, p. 30).
35
A third success strategy seen as crucial and important to successful women
executives was stretch assignments. Based on Ragins et al. (1998), key assignments were
seen as differential career tracking for women and men. Ragins et al. (1998) presented
that these stretch assignments are pivotal for three reasons: the assignments are good for
professional advancement and learning challenges, the assignments serve as grooming
exercises for professional tracking to an executive position, and highly visible
assignments provide access to essential decision-makers (p. 31).
A fourth success strategy for executives was mentorship. These women found that
having a mentor throughout the course of their career was critical and essential to their
career advancement. Women in the study identified that some female executives had a
male mentor to help them advance to a senior position, according to Ragins et al. (1998).
These strategies were corroborated when Moore and Rickel (1980) stated that
women who function in top executive roles are most likely seen with higher motivation
and personal achievement. In the study, high motivation, achievement, and leadership
were seen as positive attributes for women in executive roles. The higher the position, the
more women were focused on motivation, success, and their leadership ability (Moore &
Rickel, 1980, p. 318).
Further, according to Aycan (2004), success factors that influenced women’s
career advancement included high-efficacy, strong desire to succeed, positive attitude
toward mobility, and internal attribution of success. A second success factor found by
Aycan (2004) was higher educational attainment and socioeconomic status, which tended
to help some women with career advancement. A third factor related to success for
36
women was extensive work experience, knowledge, and seeking difficult and high
visibility tasks wherein performance is exceptional (Aycan, 2004, p. 457).
As an addition to the existing body of knowledge, this study will ask successful
female executives to describe the success strategies they employed as they advanced in
their careers. It will also provide further information and a distinct perspective by
inquiring whether the executives believe that the strategies truly contributed to their
ability to surpass expectations.
Career Development
This study defined career development as training, development, support, and
mentorship to progress to a senior position (Tessens et al., 2011). The researcher explored
existing literature to identify if this construct supports the research question and address
the gap in the literature. This concept is constructed within the framework of the study
that directed the exploration of the literature. It is essential to investigate if career
development is factor that contributes to senior executive women’s achievement in
corporate or private business.
Women’s careers and life responsibilities flow together with their current needs
and must be factored into an organizational model of a successful career along with
work-related concerns, according to O’Neil, Hopkins, and Bilimoria (2008, p. 729).
Women’s careers progress differently from those of their male counterparts in significant
ways related to career development; however, it is the career planning roadblocks or
barriers related to lack of training that women face in corporate American roles that
hinder them from progressing (O’Neil et al., 2008, p. 729).
37
Some previous research has posited that one factor that influences career
development for women is the social psychological aspect that relates to their mind-set.
Andrew, Coderre, and Denis (1990) asserted that women were raised to demonstrate
traits and behaviors that were not beneficial to a progressive executive role. This
temperament is often looked upon in corporate positions as not strong or adequate to
lead. Attributes like passiveness, low self-esteem, risk avoidance, and subservience meant
women were not able to obtain executive roles. Andrew et al. (1990) further stated that
female managers have to undo the inadequate socialization that was taught to them in
order to achieve a top role. The aim of this research is to understand how career
development helped frame the structure for the small number of women in executive
positions.
A woman’s decision related to career development is normally interconnected
with people, opportunities, and choices. O’Neil et al. (2008) noted that a kaleidoscope
career involves women assessing their career options in the framework of their
partnerships, constraints, and opportunities while searching for the best match (p. 729).
Women that seek career development are concerned with balance, authenticity, and the
challenges they will face depending on the career. These concerns normally alternate
over time depending upon the circumstance and importance (O’Neil et al., 2008).
Women’s career development and fulfillment are closely associated with life
issues for most modern women, and they desire to succeed both in their professional
career and their personal life (O’Neil et al., 2008). In some organizations, the modern
management style and presence of professional women has not caught up in most
executive boardrooms, top executive offices, institutions, private, or public corporations.
38
Some extremely successful women with high-ranking positions have worked hard and
consistently to build their self-brand (O’Neil et al., 2008). The women who focus on
building their self-brand concentrate on their attitude, appearance, and the knowledge to
obtain a high profile executive role in a Fortune 500 business, according to O’Neil et al.
(2008).
The numbers have increased over the years with women working, and the high
profile titles women have acquired have changed. Women in corporate America are no
longer looked upon as filling supporting roles to assist with supplementing household
incomes (Wentling, 1996). Women are committed to their careers with substantial
advancement opportunities, and professional women desire jobs with a purpose.
Executive women with the proper credentials take their professional jobs seriously, and
they are committed and want to be successful. According to Wentling (1996), women
have acquired access to almost every area of employment, and some have progressed to
specific levels in organizations; however, their access to senior roles remains limited (p.
254). The opportunities for women in career positions have increased over the years, but
several barriers still remain. The limited scholarly research does not address why so few
women reach senior executive level roles in private or public businesses.
Executive women are in the conduit with similar or greater educational levels and
skills than their male counterparts. Although women are getting more education and
experience, proportionate numbers of women are not getting up to the senior level suites
to close the gap (Marlow, Marlow, & Arnold, 2000). Career development is important for
women who want to progress in their careers. Marlow et al. (2000) presented six levels of
development along a career road that include exploration, development, verification,
39
payoff, commitment, and payback. Marlow et al. (2000) discussed the social structure
approach to career development related to the connection with social status, education,
career attainment, and wealth. Another stage of career development is related to
personality traits and occupations. A career development process should provide a
structure wherein individuals can clearly comprehend career choices and the long-term
impact of their decisions.
Although most companies recognize the need for career development programs
for women, some business institutions lack such development activities. The aim of an
effective career development program is to design opportunities wherein employers and
women benefit from improved performance and satisfaction (Marlow et al., 2000). The
key factors women look for in career development programs include mentorship,
training, career workshops, career counseling, and promotion. Marlow et al. (2000)
conferred that women are not promoted faster than their male counterparts partly because
of the level of job responsibilities. Promotion is the top-rated outcome for most women
expecting to go through a career development process.
A critical analysis of career development showed that executive women are
getting hired and promoted in both private and public organizations. Key factors that
facilitate career development for women include communication skills, education, and
competency on the job, hard work, and integrity. Women who had mentors were
successful in gaining higher positions, a better career path, and happiness with their
career progress (Marlow et al., 2000). Women who expected to move up the corporate
ladder spent their effort and time building the career through educational opportunities
40
and training. There is continuous growth among women employed and looking to achieve
better positions.
Executive women who press toward the top have their reasons for wanting a high
profile seat. There are logical reasons why women value and interpret their world as
different from men’s roles in corporate America (Linehan & Scullion, 2008). These
reasons include early socialization pressure, politics, and social difference. Traditionally,
women are seen as filling supporting roles and care-giving positions, but tradition is
changing.
An analysis of the scholarly literature revealed a consistent development of
leadership and management skills and women’s developing boundaries to help maintain a
professional position. Women are educating themselves to gain more knowledge on
leadership dynamics (O’Bannon, Garavalia, Renz, & McCarther, 2010). The literature
review on women in leadership by Songini and Gnan (2009) conveyed that women are
working harder, smarter, and giving up personal lifestyles to remain in higher roles (p.
514). The literature—with the exception of success strategies—does not identify if the
conceptual framework of this study, work-life balance, leadership and management,
motivation to lead, and career development, are factors that contribute to the success of
female leaders within business in America.
It was important for the research to find what factors contribute to 14.6% of
women in business who are senior executives who moved beyond corporate barriers. It
was also significant to identify in the limited scholarly review what was not known about
the concepts as well as what is known about the factors that contribute to a few senior
executives’ success in corporate or private business.
41
Conclusion
The literature review described the experiences of executive women as related to
the study’s theoretical framework, but the scholarly research does not clarify whether the
concepts contributed to their success. The problem of why so few women are successful
in achieving a top role is not addressed in the scholarly research. Limited literature
speaks to the experiences of career development, and research describes that some
women face challenges receiving education and training in the workplace. The lack of
career planning in most companies is an issue and some women must educate themselves
to acquire more skills. The literature discussed how work-life balance is essential, and
women struggle with the balance more often than men, but the efforts and sacrifice
required to find the balance while functioning in a top role is not presented in the
literature.
Some studies were qualitative, but did not present any success strategies that
explained how 14.6% of women in business moved to the top (Catalyst Report, 2011).
The literature described challenges that are found in major companies with women and
how the roadblocks prevent them from moving up the corporate ladder. Women who
accept leadership roles have to search for mentoring and training, while their male
counterparts are given the opportunity to receive appropriate training and mentoring.
Whether the limited scholarly studies were quantitative or qualitative, none documented
the experiences that highlighted this study’s research question to identify factors that
contribute to the success of women in senior management. The theory as to why a
42
considerably small percentage of women move beyond corporate barriers is not
addressed.
In reviewing the literature, the researcher discovered many scholarly studies
discussing women’s leadership ability and style. Executive women appointed to some
roles are known for turning the business around to increase the bottom-line results.
Women with leadership ability are achieving top roles and function efficiently once they
arrive in the executive suites, and there is evidence in the research women are effective
leaders (Sanchez-Hucles & Davis, 2010, p. 177). This research study will interview
women who have achieved success in executive corporate posts. The interview questions
will elicit information directly from these women about how they feel the factors of
career development, success strategies, work-life balance, motivation to lead, and
leadership and management styles contributed to their success within America
businesses. Thus, this study was designed in the qualitative exploratory methodology to
address the gap in the existing literature.
Chapter 3 will describe an exploratory qualitative methodology to explore the
theoretical concepts of this study and research question directing the study to address the
gap in the literature. The exploration process of in-depth interviews of 15 targeted
participants who fit the criteria of this research design will address the gap and research
question.
43
CHAPTER 3. METHODOLOGY
Research Design
This study used an exploratory research design to explore the factors that
contributed to executive women’s success. Exploration is an approach and process that is
appropriate for conducting a social study; employing this research design allowed the
researcher to uncover answers to the research question (Stebbins, 2001). The research
question, What factors such as work-life balance, leadership and management style,
motivation to lead, success strategies, and career development contribute to the success of
female leaders in business?, directed this study. The exploratory design looked for
patterns in women’s descriptions of the achievement of their career goals, motivation to
lead, management style, and the attributes that led to their attaining top positions
(Seidman, 1991). According to Silverman (2006), the qualitative exploratory model is
appropriately relevant for answering a research question such as the one in this study;
furthermore, reliability of the research design is established because it puts individuals in
a position where discovery of new topics, similarities, or non-specialized interest through
in-depth interviews is possible (Stebbins, 2001).
Stebbins (2001) conveyed that during exploratory research, the researcher can
conduct a systematic and intense effort to understand the participants’ process or activity
through the interview procedure. Success was defined in this study as holding an
executive position in private or public business. This definition guided and impacted the
research question through the exploratory interviews and through interpretation of the
44
participants’ responses. The researcher ensured the face-to-face and telephone interviews
were valid by employing both dictation notes and a tape recorder to ensure accuracy.
Even if the data is weak, the generalization resulting from the interview effort has a
greater chance of being valid, based on Stebbins (2001). The indication of weak data
includes insufficient number of participants and the inability to respond to the interview
query; therefore, the researcher can make a generalization resulting from the collected
data based on the participant’s responses that fit the criteria.
Maxwell (2005) suggested that a researcher modify the research approach when
new concepts or developments arise because qualitative approaches are normally flexible
and not fixed methods. A way to adjust the study’s approach is look for additional
executive women outside the U.S., or shorten the number of participants needed to
answer the research query.
This research design allowed an interpretive approach to understanding what the
participants have seen, experienced, or heard, according to Rubin and Rubin (2006). The
interviews with 15 executive women uncovered new data, themes, and similarities, which
the researcher carefully examined to articulate the perceptions and personal experiences
and construct meaning and revelations about success factors (Crotty, 1998). Interviewing
involves learning what individuals think regarding their experiences and the beliefs under
which people operate (Rubin & Rubin, 2006). It is important to obtain as many
perspectives as possible through the interpretation of data to provide concrete
descriptions of the phenomenon of an individual’s experiences from the exploratory
interviews.
45
The researcher developed feasible structured questions with the consideration
toward the methodology, the research problem, the purpose of the study, and any
reasonable validity threats to this research study (Maxwell, 2005). The interview
questions presented to participants addressed the theory, problem, and gap in the
scholarly review:
1. Describe what motivates you to lead beyond the glass ceiling?
2. What strategies have you implemented to maintain an effective work-life
balance?
3. What specific career development practices have you implemented to achieve
an executive position?
4. Explain your management and leadership style that was significant to gaining
an executive position.
5. Discuss your success strategies that led you to an executive role.
6. Can you explain how significant it is to have a certain level of leadership and
management ability to obtain an executive position?
7. Why is it important for women that desire an executive role demonstrate a
level of motivation?
8. Describe any discrimination you experienced as a female executive in a
leadership role?
9. Explain how mentorship contributed to your advancement to an executive
position.
10. Can you discuss if all the previous topics contributed to your achievement as a
female executive?
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Sample
This research study targeted a specific group of professional women and aimed to
explore their personal experiences. The targeted participant group was senior executive
women in public or private companies with recognized success in the business for
breaking through the glass ceiling (Bierema, 1996). This study defined a successful
woman as holding a senior executive position in a private or public business, and the
researcher ensured the study participants fit the research requirements to participate.
Sampling Method
The researcher used a purposive sample as a primary method to conduct the
interviews. J. Daniel (2012) suggested using a nonprobability purposive sampling process
to select the sample from a targeted group of women. A good sampling frame was
essential to recruiting 15 executive women in a private or public business. This procedure
also helped to procure purposeful, rich information from executive women with success
strategies (Bierema, 1996).
The researcher also made use of snowball sampling to yield 15 women for this
study (Klerk, 2010). The purpose of snowball sampling was to access more senior level
executives for this research study, which the researcher was unable to accomplish. The
researcher utilized snowball sampling by asking each participant for a recommendation
of a potential targeted participant.
The key steps used for choosing a sample were to define the population, establish
criteria, develop a recruitment procedure, decide on the sample size, and select the target
number of members of the population (J. Daniel, 2012). Once the sample recruitment was
completed, the researcher scheduled the in-depth interviews and was able to generate
47
comprehensive data on the type of phenomena being studied (Kemper, Stringfield, &
Teddie, 2003).
Definition of Population
According to Rubin and Rubin (2006), finding the right participants to fit the
study makes the in-depth interviews and responses relevant. For the purpose of this
research, the targeted participant group of successful women was defined as holding a
position of chief executive officer, chief operating officer, chief financial officer, chief
marketing officer, president, or vice president.
Inclusion and Exclusion Criteria
In order to participate in this study, the members of the targeted population had to
be executive women in a public or private business. They had to have a track record of
using success strategies, had to possess a diverse professional background, and had to be
available to participate in the study. Male executives were excluded from participation, as
were women managers, directors, or supervisors.
Sample Size
The data was collected based on a sample of 15 executive women. Rubin and
Rubin (1995) believed sampling in a qualitative method must be open to adapt to the
conditions in the research field. The researcher was accommodating in the sampling
process for any unforeseen issues during the research. The sample was targeted at
executive women who have moved beyond the corporate glass ceiling. This sample size
was appropriate for the exploratory methodology to closely examine and interpret
information. All the women within the sample were required to meet the criteria to
participate in the study.
48
Selection Process
Following the preceding determinations, the researcher solicited participants for
this study through business referrals with a combination of e-mail and telephone calls. All
the participants who agreed to participate were screened using the eligibility criteria. The
researcher minimized the possibility of any bias or dual relationships by seeking women
who were not close business friends.
Setting
The interviews were held in the interviewee’s office or designated location with
one tape recorder. There were no other participants in the room and the location was very
comfortable for the interview procedure. The telephone interviews were held in the
researcher’s office in privacy and recorded for accuracy along with hand written notes.
Instrumentation/Measures
The researcher functioned as the main instrument throughout the research process
of data collection of the face-to-face, in-depth interviews with structured questions (see
Appendix) and the data analysis procedure (Kvale, 2007). The researcher has no conflict
of interest with any of the proposed participants. According to Rubin and Rubin (1994),
during data collection is when the researcher comes the closest to the participants. The
researcher avoided interpreting data that would devalue or harm the participants. In this
type of research, the data collection and analysis must speak for itself (Mason, Augustyn,
& Seakhoa-King , 2010). To avoid any bias, the researcher bracketed all thoughts,
observations, feelings, and perceptions of each interview.
49
The researcher performed the process of reflection after each interview to remain
open and unbiased. Huberman and Miles (1994) suggested that a researcher bracket
personal experiences, statements, or key terms that relate directly to the phenomenon.
According to Flick (2007), the researcher should be a reflective practitioner during the
interview process. This researcher considered her role and its implications to avoid any
influence during data analysis. This researcher also considered personal understanding
and reactions after each interview to avoid the influence of conscious or unconscious
feelings on the results (Flick, 2007).
Expert Panel
The interview questions were reviewed by an expert panel to confirm their
validity. The expert panel included experienced women in the position of executive
director, director, or vice president. Each of the panel members had extensive years of
experience in a business environment. Changes were made to adjust the interview
questions to represent this study’s research question and conceptual framework. The
concern with validity in exploratory research is whether the researcher can acquire
appropriate data from an under-studied population (Stebbins, 2001). The researcher was
able to collect data from the targeted participants through personal business referrals and
the modified questions related to the research query and conceptual framework of the
study.
50
Role of Researcher
The researcher had limited qualitative research experience interviewing high
profile women; therefore, the researcher conducted practice interviews and field tested
the proposed questions. Since the researcher is inexperienced in conducting data analysis,
the researcher reflected back to Hammersley (1992) and Kvale (2007) as a foundation to
conduct three levels of data analysis. An interpretative method provides both theory-
building and exploration of collected data, and the researcher carefully looked for themes,
similarities, and new data (Welch, 1994). Given that the researcher is inexperienced in
this technique, the researcher reflected back to Denzin (2001) and Willig (2012) as a
guide for interpretation.
Field Test
Kvale (2007) stated that in order for a field test to work effectively, the field
testers must be a true representation of the individuals the study intends to cover.
Therefore, the researcher tested the interview questions with two executive women who
held an executive title of vice president or above. Interviews were conducted via
telephone. The field test provided substantial feedback to assess the validity of the
research questions and the process. Since helpful feedback was received from the expert
panel, the researcher made revisions to the interview questions. The researcher assessed
the following procedures during the field test:
Were the questions clear, appropriate, and understandable for the
participants?
Were the recorded interviews sufficient and clear?
51
Were the questions answered by the participants in the proposed one-hour
and a half timeframe?
Is the telephone sufficient to conduct an interview?
Data Collection
The data collection method included an extensive one-on-one interview with 15
executive women. Each interview was audio taped with one recorder and immediately
transcribed after completion. The researcher hand wrote notes during the recorded
interviews. A confirmation letter via e-mail was sent to participants. A thank you note
was sent to the participants after completed interview.
The researcher secured all the transcribed data; therefore, no one had access to the
researcher’s personal e-mail or computer for collected data to be disclosed to anyone
outside the interview process. The researcher analyzed all the data by using a systematic
coding method. The collected data was chronologically numbered according to the
interview order. Gibbs (2007) believed the researcher should continuously and carefully
read and reread the data. The researcher repeatedly read each interview after data was
transcribed. This process included the following steps:
1. All transcribed data was reviewed for accuracy of data collection.
2. All transcribed data was reviewed for grammar, typos, unclear terms or words.
3. Researcher ensured the participants answered the interview questions.
4. The researcher confirmed clarity of interpretation of participants’ responses.
An interpretative method presents rich descriptive data that the researcher is
seeking about women executives in private and public businesses. This process is suitable
when the researcher is concerned how people construct meaning of a phenomenon or
52
under-researched area (Creswell, Hanson, Plano, & Morales, 2007). The researcher cross
checked the interpreted data, researcher’s notes, and research question to ensure validity
of the research. Flick (2007) stated that cross checking promotes the quality of a
qualitative research and the knowledge needed for the study. Each interview question was
structured specifically for women executives working in a business environment. It was
important to design questions capable of generating the data required by the exploratory
methodology (Mason et al., 2010).
Data Preparation
The researcher followed all the necessary steps to ensure reliability of the data,
and it was important to carefully protect all the collected data to ensure research validity.
A valid research study, according to Merriam (2009), entails multiple layers of data
management. The researcher conducted three levels of useful data management to ensure
validity of data. The researcher performed data identification by numbering each
interview; data preparation included highlighting and organizing each interview for data
analysis, and data manipulation pertained to correcting any language for better
interpretation. The data preparation is a process the researcher used to have clean data
during the data analysis process (Merriam, 2009).
The study reached data saturation as the data became sufficient to conduct the
data analysis procedure. Data saturation was determined by the researcher conducting a
repeated analysis process of transcribed data upon completion. The researcher reviewed
all the responses for consistency, compared each response to the interview questions,
coded commonalities and themes, identified new information, and the data proved
satisfactory; therefore, data saturation was met at Participant 15. Saturation is essential to
53
conducting qualitative research and has been described as data sufficiency and function
as collecting data until no further information is attained (Morse, 1995). The researcher
reached saturation once the interviews ceased to elicit new information in the
participants’ responses.
Many researchers use several methods of data collection to minimize cost and
maximize response rates, according to Groves et al. (2009), and therefore the researcher
used the tape recorder and notes. Open-ended questions are suitable when the objective is
to learn or explore degrees of meaning (Cooper & Schindler, 2011); for this reason, the
researcher ensured the participants answered the interview questions to produce accurate
data. All the collected data represented personal stories, professional experiences, and the
subjective viewpoints of the participants were suitable for this study.
Data Analysis
This qualitative exploratory research was appropriate for use with a small number
of targeted participants along with three types of data analysis, according to Huberman
and Miles (1994). The researcher coded the data after interpreting the interviews to
identify any themes, similarities, or new data. The researcher continued coding until data
saturation was met at Interview 15, based on Lincoln and Guba’s (1985) recommendation
to continue coding and recoding until the analysis has run its course and the data become
redundant.
The researcher displayed the transcribed data by each interview question to
interpret and code. Data display is essential to qualitative research to assist with
interpreting and coding data in a systematic format to draw a conclusion (Huberman &
54
Miles, 1994). The researcher used data display to create a matrix to cross check coded
data and interpret interviews for developing themes (Huberman & Miles, 1994). Before
the data analysis, the dictation notes and transcribed interviews were combined and
organized into an understandable format.
Qualitative data analysis involves detection of data to define, interpret, explore,
and categorize for the analysis process (Huberman & Miles, 1994). The content analysis
was organized to evaluate each participant’s responses to determine a general theme. The
initial development of categories of responses started with the open coding procedure,
and entailed data simplification to break up and categorize the information into simple
clusters. This process entailed identifying and organizing themes recognized from the
data collection.
The data analysis is a primary step to search for themes. This process has the
flexibility to recognize patterns seen during the examination of the data (Cooper &
Schindler, 2011). The researcher acknowledged and grouped themes identified from the
content analysis. The participants’ statements were used to generate as many groups as
needed to capture all possible trends or similarities (Patton, 2002). The data went through
a process of testing and assurance to cross-reference collected data with the coding
process. The testing included categories that answer the research question; the data was
placed in relevant and exclusive groupings. Rubin and Rubin (2006) stated that analysis
is a very dynamic process for interpreting and producing multiple meanings of
experiences of the executive women.
A descriptive report of the data was aligned with the hermeneutics view. The
hermeneutic theory helps a researcher to gain a deeper understanding and meaning of the
55
data to uncover hidden meaning in the text that goes beyond the researcher’s awareness
and allows the sharing of meaning among the participants (Crotty, 1998). Direct
statements from the participants were used to support the common themes. The
interpreted text expressed an explicit awareness of meaning, experiences, beliefs, and
values from the participants. All quotes and figures support any assumptions and the
commonalities uncovered within the data from the participants. The researcher, according
to Jones, Brown, and Holloway (2013), ensured the quotes, data, and conclusions are
consistent. The quotes and examples supported the findings to provide research validity.
Participants’ quotes helped the reader judge how the themes were developed from the
research.
Validity and Reliability
Saldaña (2011) believed the researcher should provide a credible research study
by detailing the findings through interpretation and descriptive data analysis to ensure
credibility. According to Saldaña (2011), it is proper practice that if something goes
wrong during a qualitative exploratory research, the researcher must provide a level of
transparency, trustworthiness, and credibility for the study. The researcher operated with
a level of integrity by detailing the research steps of uncovering new knowledge,
generalizations, and themes during the interviews and data analysis (Saldaña, 2011). All
the transcribed data is true and a clear description of the participants’ responses.
The data collection procedure was transparent to ensure trustworthiness of the
relationship between the interviewee and interviewer. According to Haverkamp (2005),
trustworthiness and credibility between the researcher and the participants is important
56
throughout an exploratory design. This qualitative exploratory method is fundamentally
relational, and researchers must assume a fiduciary role in regards to the participants,
data collection, and analysis. The fiduciary relationship must involve trust to produce
ethical research that accurately represents the subjects being studied. The researcher
provided creditable and dependable data throughout the process by aligning with the
descriptive and interpretative study procedure.
The researcher provided accurate descriptions of the collected data related to the
participants’ experiences. All the data was precisely coded based on the trustworthiness
and credibility of the participants. For the intent of this study, the researcher verified the
accuracy of the audio recording by checking throughout the interview process. The
confirmability procedure of the interviews allowed the researcher to ensure the collected
data was reliable.
The transferability was based on the responses from the interviews and population
being studied. The researcher’s experience in organization and management provided
dependability for data collection and the trustworthiness to accurately analyze the facts.
The strength of the collection process and data analysis is transferable to other
populations. Rubin and Rubin (2006) stated the transparency of a qualitative exploratory
design allows any reader to assess the thoroughness of the method to ensure credibility.
The data analysis process was transparent to ensure the trustworthiness of the coded
categories was utilized.
The researcher honored privacy and confidentiality during transcription of data to
protect the participant (Gibbs, 2007). The participants’ names, were coded to protect
privacy and to ensure anonymity, and transcribed data were kept confidential. The
57
informed consent form, signed by all participants, explained the purpose of the research
and expectations of the participants (Flick, 2007). All participants were protected from
any harm, distress, or discomfort. The researcher protected the credibility and
trustworthiness of the data by gaining an accurate or true representation of the under
studied population through in-depth interviews (Stebbins, 2001).
Ethical Considerations
The researcher has an ethical obligation to each respondent. One obligation is the
application of the beneficence principal to minimize harm and maximize benefit to each
respondent. The researcher ensured there was no risk or harm to the respondents during
the data collection. Participation in the study was voluntary, therefore, privacy and
security was enforced upon receiving raw data from each interview. A second approach
was to make certain justice was in place to have equal balance between the research and
anyone who might benefit from it (Groves et al., 2009).
Flick (2007) stated that a major part of research is the ethical dilemmas
researchers may face during data collection and in the field. The researcher avoided
errors of omission and commission when dealing with the collected data. Based on the
scientific method, observation must be verified. It is essential that noteworthy data is not
omitted or created the researcher will be guilty of falsifying results (Swanson & Holton,
2005). The APA code of conduct of qualitative research standards and methods was
applied and all procedures reflected ethical decisions (Haverkamp, 2005). Gibbs (2007)
stated interpretation of data should be fair to the research participant. The researcher
58
viewed the interview process as data being collected reflecting on the reality of the
interviewee. The data collected was used as a resource for the data analysis process.
Conclusion
Chapter 3 described the research design used to conduct this study and data
collection of 15 executive women in a corporate and private business. This method was
selected based on the limited literature pertaining to success factors of senior executive
women and the exploratory nature with qualitative research (Creswell, 1994). Maxwell
(2005) stated a qualitative method is practical for obtaining insight into participants’
experiences to understand their background and how it affected their behavior. The
research findings in the next chapter focused on this study’s research question, the
problem, and the theory as to why so few women progress to an executive position. The
findings represented the results of the exploration of the 15 interview participants’
personal experiences and perceptions and not the researcher’s preconceived notions. The
importance of the researcher was to exhibit how the findings can be substantiated through
the precise data. All the data can be traced back to their original sources, which is through
the research participants.
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CHAPTER 4. RESULTS
Introduction
The purpose of this research study was to explore factors that contributed to the
success of executive women who progressed to an upper management position within a
business in America, through a qualitative exploratory approach. The foundation of this
methodology provided the opportunity to conduct an exploration of the theoretical
concept. This research approach addressed the research question, What factors such as
work-life balance, leadership and management style, career development, success
strategies, and motivation to lead contribute to the success of female leaders within
businesses?
Chapter 1 presented the significance and background of this study. Chapter 2
contained a review of the existing limited scholarly literature. Chapter 3 outlined the
framework of the exploratory methodology and research design. This chapter presents the
findings from the data collection and analysis of the research study. The information
collected from 15 senior executive women with positions that did not rank lower than
vice president added to the findings. The breakdown of the women’s titles included seven
executive women with the title of CEO/President; six participants who were Senior Vice
Presidents, one Chief Human Resource Officer, and one Chief Operating Officer (See
Figure 2).
The findings are a complete data collection linked to the interview questions that
answered this research query. The researcher interviewed senior executive women via the
60
telephone or in person, and all participants answered 10 in-depth questions. The
responses were electronically recorded with additional information recorded by hand.
The recordings, including hand-written notes, totaled 760 hours. Data saturation was met,
and at that point the researcher stopped interviewing. This qualitative exploratory
research method allowed the researcher to explore, examine, and closely investigate the
collected data.
Sample Description
Using purposive sampling, the researcher targeted a select group of senior
management women in private or public business. The researcher also supplemented with
snowball sampling and generated a total of 15 study participants to ensure research
validity. Some women were referred by participants or business contacts who met the
study requirements to take part in the research. The purposive sample yielded participants
who fit the descriptive requirement of holding a position of senior vice president or above
(See Figure 2).
Figure 2. Analysis of participants’ job position.
61
Sample Frame
The sample frame is an important component to the success of this
methodological approach and was the means whereby the researcher limited the quantity
of data required for this study. Sampling, based on Rubin and Rubin (2006), requires
specific criteria for participants so that they can respond to the study’s interview
questions. The researcher utilized the sample criteria to control and justify the data
needed for this research study. The sample frame was identified as senior executive
women in private or public business who hold a position of vice president or above and
who fit the criteria for participation in the study. Participants also had to have a track
record of using success strategies, had to possess a diverse professional background, and
had to be available to participate in the study.
Methodological Approach
Using this qualitative exploratory method, the researcher looked for consistent
patterns in women’s achievement of their career goals. The researcher also explored
participants’ motivation to lead, success strategies, management style, career
development, mentorship, and attributes that led to their attaining top positions (Seidman,
1991). Swanson and Holton (2005) described qualitative methods as studies focused on
how individuals think a certain way, experience different issues, and develop certain
ideas. This approach develops a cognitive process for identifying what we know, what we
experience, and what we do not know. This process of thinking is linked to
epistemologies on how individuals think and know (Crotty, 1998); therefore, the women
experienced various career strategies and had different knowledge bases that helped them
62
obtain senior executive-level positions. Since a qualitative exploratory approach is
normally adaptable and not restricted to methods, according to Maxwell (2005), an
interpretative method was utilized to translate the data.
Multi-Level Data Analysis
Level 1
Upon completion of each interview, the researcher played back the interviews to
ensure accuracy of the audio recorder. The researcher electronically sent the interviews to
the transcriber. Then, the researcher reviewed each interview independently along with
the hand-written notes to guarantee imperative data was appropriate to the interview
question. Next, the researcher sorted and color coded all the collected data into categories
for description, logic, and interpretation of meaning (Cooper & Schindler, 2011). This
process was repeated in the same way with each interview. This first level of data
analysis included summarizing, coding, and organizing the information for the data
display wherein the researcher categorized all the coded responses and matched them to
the pertinent interview question. The data display sheet and hand-written notes were
cross-checked for inaccuracy, errors, or typos. According to Cooper and Schindler
(2011), this process is as important as the first step of editing the raw data for error,
typos, and omission to maximize the quality of the data.
Level 2
The second level of analysis included a systematic process, the inductive analysis
approach, which allowed the researcher to submerge deeply into the data by repeatedly
reviewing the interview questions, transcribed responses, and hand-written notes to
63
deeply analyze and interpret (Swanson & Holton, 2005). The researcher used the
inductive analysis approach of detailed reading of data created from the interviews to
obtain perceptions, and themes appeared through interpretation of the collected data
(Thomas, 2006). According to Thomas (2006), inductive analysis is a systematic and
general process used for analyzing qualitative data where the analysis is most definitely
conducted by evaluation of purpose.
During the second level of data analysis, the researcher examined whether the
research participants responded to the interview questions. Once key words or phrases
were identified, the researcher continued coding essential words. This data analysis step
was repeated several times until all data responses were saturated with commonalities or
similarities and provided evidence that the interview questions had been answered. The
researcher removed comments that were not related to the study and reviewed them later
to incorporate into the findings as themes. Swanson and Holton (2005) stated that in
order to start data analysis, the data collection must be presented in an easily readable
format (p. 240). The inductive analysis approach helped identify themes related to the
research query and interview questions. The researcher examined the data to analyze new
data or concepts that had not been asked within the context of the interview questions. As
new information developed through close examination of the data, the researcher
highlighted the newly revealed data as additional themes. Based on Swanson and
Holton’s (2005) recommendations, creating the data display allowed the researcher to
reveal where and how often new information appeared in the data.
This approach also allowed the researcher to find the initial themes mentioned
during the interview process to explore how often each appeared in the data. The
64
researcher carefully examined, cross-checked, and compared the initial themes
(understanding your purpose, having good listening skills, adapting to work
environments, being able to accomplish work, and delegating responsibility) and found
that they each had been revealed twice within the context of the interview questions with
the exception of one theme (having good listening skills) being uncovered three times. In
qualitative research, counting is a means whereby the researcher views themes to
recognize significant issues, and themes are given precedence in the qualitative
exploration process to identify any problems, according to Ereaut (2002).
Although the researcher had not inquired about the initial themes per se, the
participants disclosed their perceptions within the foundation of the interview questions.
These themes related to this study research question and connected to the executive
women’s experiences (Table 2). Based on Swanson and Holton (2005), qualitative data
analysis is similar to understanding an abstract; the researcher is attempting to discern the
participants’ professional experiences through data interpretation. The researcher
carefully examined the initial themes with the theoretical concept directing the study to
evaluate if they met the criteria of themes and merited any further review. According to
Ereaut (2002), it is important that themes are given appropriate precedence to explore
significance and to determine if they are relevant to the study (p. 122). The initial five
themes were not mentioned a sufficient number of times to be considered solid evidence;
therefore, the researcher continued to explore the data until additional themes were
exposed.
Level 3
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The researcher conducted a third data analysis to uncover additional themes by
using the inductive analysis approach and summarizing the initial themes to compare
with additional themes. The researcher associated the themes within the context of the
interview questions and linked them to the research question (Table 1). Although the
researcher did not ask about the additional themes, the participants discussed the themes
within the foundation of the interview questions. Themes are established as the repeated
responses by the participants within the context of the interview questions.
The additional themes were mentioned at least five times within the context of the
interview questions. The participants indicated four themes that influenced their ability to
achieve success as executives: (a) having the confidence to make tough decisions at the
senior level (Participant 8 stated that the ability to have decision-making skills is the
underpinning of success.), (b) trusting in their faith/spirituality and inspiration as factors
that influence motivation to lead and management and leadership ability (Participant 1
spoke about needing a solid spiritual foundation as a leader.), (c) valuing team effort, as
established by supporting and caring for the team (Participant 9 spoke of how she built a
solid team around herself to achieve her success.), and (d) constantly working hard to
prove their worth as a female executive (Participant 9 spoke about how executive women
have to work harder to prove themselves and their value.). According to Swanson and
Holton (2005), highlighted categories must mirror the rationale of the research and
should respond to the study’s research question (p. 242).
In the third level of analysis, the researcher used inductive analysis, wherein the
data were tested for consistency with past assumptions or theories identified by the
study’s researcher (Thomas, 2006, p. 238). The researcher reviewed the limited scholarly
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literature to evaluate the themes developed from the data. Based on Thomas (2006), most
qualitative research studies incorporate inductive and deductive analytical approaches. In
conclusion, the four themes, having the confidence to make tough decisions, trusting in
their faith/spirituality and inspiration, valuing team effort, and constantly working hard to
prove their worth, which were uncovered during the data analysis, correlated with the
theoretical conceptual framework of the exploratory methodology and the research
question (See Figure 4). The targeted participants’ thoughts, stories, personal
experiences, and perceptions correlated with the revealed themes and commonalities (See
Figure 3).
Figure 3. Correlation of themes and commonalities.
Themes:
Having the confidence to
make tough decisions
Trusting their
faith/spirituality and
inspiration
Valuing team effort
Constantly working hard
to prove their worth
Senior Executive Women
n
Commonalities:
Consistent
Created Balance
Determined
Excellence
Focus
67
Table 1. Additional Themes Coded by Pertinent Interview Question Theme Pertinent Interview Question
Having the confidence to
make tough decisions
Q6. Can you explain how significant it is to have a certain level
of leadership and management ability to obtain an executive
position?
Q7. Why is it important for women who desire an executive role
to demonstrate a level of motivation?
Trusting in faith/spirituality
and inspiration
Q1. Describe what motivates you to lead beyond the glass
ceiling?
Q3. What specific career development practices have you
implemented to achieve an executive position?
Q4. Explain your management and leadership style that was
significant to gaining an executive position.
Q6. Can you explain how significant it is to have a certain level
of leadership and management ability to obtain an executive
position?
Valuing team effort Q2. What strategies have you implemented to maintain an
effective work-life balance?
Q4. Explain your management and leadership style that was
significant to gaining an executive position.
Q6. Can you explain how significant it is to have a certain level
of leadership and management ability to obtain an executive
position?
Constantly working hard to
prove their worth
Q1. Describe what motivates you to lead beyond the glass
ceiling?
Q3. What specific career development practices have you
implemented to achieve an executive position?
Q5. Discuss your success strategies that led you to an executive
role.
Q6. Can you explain how significant it is to have a certain level
of leadership and management ability to obtain an executive
position?
Q7. Why is it important for women who desire an executive role
demonstrate a level of motivation?
Q9. Explain how mentorship contributed to your advancement
to an executive position.
Q10. Can you discuss if all the previous topics contributed to
your achievement as a female executive?
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Table 2. Initial Themes Coded by Pertinent Interview Questions Theme Pertinent Interview Question
Understanding your purpose Q1. Describe what motives you to lead beyond the glass ceiling?
Q5. Discuss your strategies that led you to an executive role.
Having good listening skills Q4. Explain your management and leadership style that was
significant to gaining an executive position.
Q5. Discuss your strategies that led you to an executive role.
Adapting to work
environments
Q4. Explain your management and leadership style that was
significant to gaining an executive position.
Being able to accomplish
work
Q1. Describe what motives you to lead beyond the glass ceiling?
Q5. Discuss your strategies that led you to an executive role.
Delegating responsibility Q4. Explain your management and leadership style that was
significant to gaining an executive position.
Having the Confidence to Make Tough Decisions
All the women expressed the importance of having the confidence to make tough
decisions at the senior level. Participant 8 stated, “Your ability to have decision-making
skills is the underpinning of your success.” Participant 11 spoke in detail about the ability
“as a senior executive to become a good decision maker and have confidence and it is
good to watch other executive women’s decision-making skills to learn how to be
effective.” Two participants spoke about making tough decisions. Participants 2 and 6
shared similar sentiments about making difficult decisions, and to not be afraid because it
comes with leadership positions. The ability to process and analyze decisions was
acknowledged by Participants 7 and 14 as essential for women in senior roles.
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Trusting in Faith/Spirituality and Inspiration
All the participants openly discussed how their faith helped them get to the top in
their career. Participant 5 disclosed that “going beyond what I can see and using my
spirituality to operate beyond boundaries” was important to her executive role.
Participant 8 stated, “I like being an inspiration to others and I am inspired by my ability
as an invitational leader.” Participant 3 related that “faith in God has made me successful
and inspiring others under me was important.”
Participant 10 disclosed how her “strong faith is what drives [her] as a leader.”
Faith and spirituality consistently emerged as a theme in responses throughout several
interviews, specifically during the success strategies query, and the question about what
motivated the participants to move beyond the glass ceiling. Finally, Participant 1
asserted that “you also need to have a solid spiritual foundation” as a leader.
Valuing Team Effort
The term team was discussed by all the executive women during the leadership
and management query. The executive women in the study were not directly asked about
their team effort, but Participant 9 specifically discussed how “being honest, open, and
direct” with her team and ensuring having a good team is important to her success.
Participant 15 stated, “I expect my team to own their work,” and another participant
openly disclosed, “I care about my team” (Participant 13). The findings revealed these
women valued team effort and were respected for pulling people up the corporate ladder
with them. It was interesting to see in the findings that all the women disclosed their
personal stories to show how they effectively led and managed their teams.
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Constantly Working Hard to Prove their Worth
Every participant expressed that working hard was essential to achieving top
executive roles in their organizations. Participant 1 stated, “I can accomplish whatever if
I work hard and bring the right stroke.” A second study participant disclosed that “I
always worked, and this is a part of my success” (Participant 13). Participant 3 candidly
stated, “I never let anyone work harder than me, and I work hard on every project.” Hard
work was described by the women as doing their very best, delivering results, letting their
work speak volumes, and being credible. Participant 9 disclosed that “executive women
have to work harder to prove themselves and their value.”
The research study findings uncovered a consistent theme related to women’s
working harder than others to become executives. The findings suggested executive
women who work harder move up the corporate ladder. All the participants believed
working hard was essential to their careers when it brought positive results and profits.
This key result is in alignment with the literature review. According to the existing
literature, women must work harder within a predominantly male managerial model to
prove their ability and maintain their positions as leaders in most corporate environments
(Ragins et al., 1998, p. 30). Women in the study spoke vividly about their efforts in
working hard by exceeding expectations.
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Figure 4. Themes correlated to the research question and conceptual framework.
Data and Findings
The following presentation of findings provided the foundation of an explanation
as to why only 14.6% of women in business (Catalyst, 2011) move beyond the glass
ceiling to a role of vice president or higher. The theoretical concept was based on the
specific factors that contributed to their achievements. In general, the participants’
responses indicated that they could aspire to advance beyond the glass ceiling and that
establishing work-life boundaries was important. The women were proactive regarding
their career development planning, and they exercised effective leadership and
management techniques as they led their teams. Success strategies were important to their
accomplishments, motivation was the fuel for positive results, and they did not
experience discrimination as a barrier. Participants saw mentorship as essential to
achievement of a senior level position, and participants stated that all the interview topics
Themes:
Having the Confidence to
make Tough Decisions
Trusting Faith/Spirituality
and Inspiration
Valuing Team Effort
Constantly Working Hard
to Prove their Worth
Research Question
Conceptual Framework
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related to motivation to lead, balance, career development, success strategies, leadership
and management contributed to their personal success. Following are more specific
examples of the content rich responses provided by the executives. According to T.
Daniel (2004), senior executive women with heightened management and leadership
skills, work knowledge, and motivation to achieve success will continue to play an
increasing role in top business positions.
Interview Q1. Describe What Motivates You to Lead Beyond the Glass Ceiling
Each interview participant responded to this interview question with humility and
most explicitly described, “breaking traditional leadership roles in the nonprofit sector by
leading ahead of the curve and use more commercial business strategies to bring funding
sources to our efforts” (Participant 7); “I completely eliminate the box [rather than just
working outside it] and break expectations beyond what has been done to achieve career
goals” (Participant 5); working hard as an executive to “deliver results and perform in
excellence” (Participant 12); and using invitational leadership “that creates opportunities
for others to be engaged and feel they have a chance to be successful with their goals”
(Participant 8). The women described these actions as their motivations to move beyond
obstacles presented in their career path to a senior executive role.
Participant 5: I believe in going beyond what you can imagine and using different
abilities to accomplish my professional goals, to emotionally or spiritually
consider what has not been done. I am an individual that will tell you, “Don’t just
think outside the box; completely eliminate the box.” It’s been a motivating factor
for me to try to strive beyond what’s known.
Participant 6: I do not think much about the glass ceiling because it does not exist
in a sense to me. I always think about being the best, and I think being the best,
you automatically go through the glass ceiling.
Participant 7: Breaking the glass ceiling means breaking expectations of doing
what is considered traditional leadership in the non-profit sector.
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Participant 8: What motivates me in leadership is the desire to really be an
inspiration to others. I am inspired by invitational leadership.
Participant 10: I believe being around other people that are inspirational allowed
me to go beyond. I think a key thing is understand your purpose. Also, I just have
such a strong faith, and it is what really drives me to move beyond business
obstacles.
Finally, during the data analysis, the rich data revealed a strong connection
between spirituality and accomplishment in the responses to Q1 by each of the women.
Interview Participant 13 spoke vividly on this topic, “I had a sense of accomplishment to
make a difference, to change, and contribute.” Her motivation may have been to stand out
and pave the road for other women. Participant 13 spoke sincerely about how her
“inspiration and spirituality” helped her push through what her father desired: “It reminds
me when I was going to a university, my dad said get my degree, and one day you will be
an administrative assistant. That was his aspiration for me, but I wanted to prove him
different.”
Interview Q2. What Strategies Have You Implemented to Maintain an Effective
Work-life Balance?
The study participants disclosed strategies that allowed them to have a better
work-life balance to achieve success. Some participants openly admitted to struggling to
achieve it, but they understood the importance of having balance and expressed that they
were responsible for taking the necessary action to achieve that balance. Everyone had
their personal process for balancing family, friends, work, and personal time. Two
participants openly admitted that they were not very good with work-life balance at first
and discussed how they had to make instantaneous changes to put family along with
personal life first. Participant 2 stated,
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A strategy I had to put in place was to learn how to put my family first. I was not
good at work-life balance for most of my professional career. I made a conscious
decision to make the change with putting family first, and it’s been successful.
Participant 8 admitted, “I know what the ingredients are, but I have not practiced it until
now by making the decision to relocate, and I recognize at the executive leadership that
balance is even more essential.” Participant13 conveyed that a different perspective on
the concept of balance had helped her: “Work-life balance is not 50-50. It’s 20% personal
life and 80% business or vice versa. You have to realize that it does not always have to be
50-50.”
Other participants felt that placing boundaries and taking charge of their calendars
to schedule work-life balance was a successful strategy. One participant used technology
such as cell phones, e-mail, and laptops to have better work-life balance.
Participant 5: I set the boundaries to always keep my life, family life, and my
work life balance in check. I recognize that in executive leadership the balance is
even more essential than if you were not operating at this level.
Participant 12: These strategies helped mitigate the job from completely taking
over my life so I had a very proscriptive daily routine, which involves at least one
hour of exercise, Bible reading, and meditation.
Participant 15: I look at technology as a blessing and I feel like my iPhone that
has my e-mail and cell, obviously, for work is a tool that helps me to have better
work-life balance. I can spend time with my family, take breaks, check e-mails,
follow up, and still do the work that I need to do after hours and on the weekends
because of the technology that’s now in place.
Interview Q3. What Specific Career Development Practices Have You Implemented
to Achieve an Executive Position?
Career development was essential to everyone’s career position. All the women
strongly believed in their careers and education. They were very proactive and aggressive
about ensuring they were equipped and experienced for their senior role. Some
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participants went back to school to get MBAs, and some continued with additional
training or certifications.
Participant 2: I went back to school to get a MBA in finance while working.
Participant 9: I finished two undergraduate programs and received a certificate in
the training and development field. I went back and got a MBA. I studied for and
successfully passed the Senior Professional in Human Resources certification
exam.
All participants felt fully accountable for getting the necessary development.
None of the women depended upon the company to provide programs or training. Each
participant discussed how she was driven or knew when it was time to get additional
educational training. Participant 8 stated that she was “deliberate about training classes
that speaks to how to become a better leader and being on top of issues related to my field
by reading and researching training classes”. Participant 14 spoke about attending many
seminars and training programs related to her industry to grow and develop. Participant
12 stated she fosters “my own learning” and allocates a certain amount of money to cover
training classes within her field.
Although the women were not specifically asked about mentorship within the
context of this question, many of the women discussed how their mentors helped them
make decisions about their educational and personal development needs.
Participant 5: Whatever the career, you have to know your market, marketability
as a person, weaknesses, strengths, and then educate yourself. Find a mentor that
you can trust that has been successful in the field of your expertise, really listen,
and look before you speak.
Participant 15: One of my mentors is my college professor. She has guided me
throughout my career and actually has been partly responsible for every job that I
have ever had. I make sure to take courses to ensure that my skills are sharp and
doing things like professional coaching.
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Participant 8 was very explicit about how she valued and measured her career
development by her leader’s decision to recruit her if they moved to another role. She
spoke passionately about her career development:
I am guided by what is going to make me a valuable contributor wherever I am
working. If I was working for someone and they were leaving, would I be on the
list of people they would want to take with them to their next journey? This is a
sort of measure to ensure that I am working from a point of competency. I can
bring thought leadership, be competent, and these things take a deliberate
investment of time. My career development continues with reading, researching,
looking for training, great examples of people that I admire, and examining what
they do that speaks to how you want to be as a leader. I exercise my leadership by
being very intentional about lining these elements up and giving it attention on a
weekly basis.
The following participants specifically discussed how they were driven by
learning and fostering their own career development. A few of the participants had
opportunities to participate in career development programs provided at their place of
employment. The data analysis revealed that women were driven, accountable, and
wanted to learn more to excel to an executive role. They were fully aware that career
development was an important component to upward mobility in their organizations.
Participant 11: The company that I work for provides a professional coach, and
that has always afforded me the opportunity to stay focused on what I need to
continue to develop and grow. I always had a mentor that was the most effective
process.
Participant 13: I never really had a plan as far as specific career development. It
was the drive of learning, reading, taking courses, and joining groups to learn.
Interview Q4. Explain your Management and Leadership Style that was Significant
to Gaining an Executive Position
During the data analysis, participants’ responses indicated they were aware of and
had considered their leadership and management styles. For example, Participant 15
related the laid-back leadership approach by “not micro-managing my team and giving
directions with expectations that people own their work and I certainly do regular check-
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in with my team by holding bi-weekly meetings.” In addition, data analysis revealed that
participants had common interest in team building and helping other women be
successful. The women emphasized their desire to lead their teams by example and
surround themselves with talented individuals. Each respondent felt that her success as a
leader was related to how adaptive, effective, and responsible she was toward the
management of teams.
Participant 1: My life-long learning has turned me into an adaptive leader. It
trained me to listen intently, and what I am known for is listening to problems,
thinking about them, and coming up with solutions.
Participant 2: I surround myself with people that are talented and responsible to
build a team. It’s really about the team you put together, and the investment that
individuals put into the team.
Participant 3: If you are in a leadership role, it is important to delegate, inspire,
and encourage people. I did what I had to do to help people grow. It is giving
people opportunities. Let them see the goal, vision, and help them to obtain their
dreams and their visions.
Participant 4: I try to bring people along with enthusiasm. This tends to be the
way that I lead because of the love, and I try to instill that in my team.
Participant 8: My management style has defined me as a participatory or shared
leadership model with all my teams. I am an inclusive leader in how I manage my
teams, and how I delegate responsibility to have trust in that delegation. Create
the space for people on the team to feel they have an opportunity to be successful.
Management is a shared leadership and participatory across the team. It is
important to be a pathway to success, and have the ability to produce results.
Participant 11: I think it’s important to surround myself with people that are
smarter and bring a skill set that’s different that supports the team.
A second portion of the question related to their management style. Most women
responded with descriptions illustrating a participative approach and providing
transparency as integral part of managing their teams. They spoke very highly about
operating with a level of confidence and integrity in their management of individuals.
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The women all felt a sense of ownership and accountability for ensuring their team knew
they were genuine.
Participant 12: I considered my job as the lead to deliver results for the
organization. I did not ever in my career have a situation where I was assigned to
do something, and I did not get it done. I always figured out what are the results
that have to be delivered. I always strived for high performance. Participant 14: I
believe what helped my progression to the executive level was gaining a certain
amount of confidence. I gained confidence in my abilities through experience and
success. I always worked hard and put a lot of time in my career; that is my
leadership style.
Participant 15: My management and leadership style is laid back in terms of style.
I give direction and expect my team to have ownership of their work. I have
specific routines in place; however, I try to lead by example as an inspirational or
motivational leader.
Interview Q5. Discuss your Success Strategies that Led You to an Executive Role
Each participant responded to this question by providing clear descriptions of
success strategies, such as having a positive attitude and tone, being a willing contributor
to the executive team, and being an excellent listener. Most of the executive women felt
that putting strategies in place were beneficial and important to their professional careers.
They highlighted their efforts of working hard, doing extraordinary things, and delivering
results. Success strategies for the women included distinguishing themselves from others
to achieve personal goals.
Participant 1: A strategy for me is always displaying a positive tone with senior
executives, thinking, and being a willing contributor.
Participant 2: If you are given an opportunity to participate or lead a project at an
executive level, you need to deliver. A success strategy for me is listening and
allowing individuals alternatives to make decisions.
Participant 4: Your actions speak volumes, and this was a success strategy for me.
Participant 5: A success strategy for me was doing the very best, improving
myself, and when you do the extraordinary, it only happens when you are
extraordinary.
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Participant 6: Three success strategies is knowing I am a connector and
connections are important, managing the flow of information, and apologizing
when I am wrong.
Participant 7: A success strategy is being a good observer, good listener,
processing, and analyzing decisions.
The women spoke about the need to know their strengths and to constantly evolve
during their entire career. Participant 12 stated it was important to “know what you bring
to the party.” The executive women were very powerfully in agreement about being their
very best in everything to deliver results. Some of the findings uncovered that most of the
executive women preferred to allow their actions to speak to show results and
accomplishments.
Participant 9: My success has come from understated accomplishments by letting
results speak for themselves.
Participant 12: A strategy for me is know what you bring to the party, know your
strengths, and make sure to continuously evolve. Whatever your strengths,
discipline, and functional area are, have tangible evidence. Other success
strategies include networking, relationships, and learning and gaining skills are
critical as well as not quitting. Another success strategy is professional credentials
and blue ribbon credentials.
Participant 13: It’s always being your best in just about everything and creating a
peer group. The strategies for success are understanding who I am, strengths, and
conducting a personal S.W.O.T.[strengths, weaknesses, opportunities, and threats]
analysis.
Participant 15: I believe very strongly in purpose and having a plan. My key
success strategy is having a plan, getting everyone on board with the plan, both
personally and professionally, to meet those goals.
Interview Q6. Can You Explain how Significant it is to Have a Certain Level of
Leadership and Management Ability to Obtain an Executive Position?
The interview findings for this question promoted the executive women to discuss
their ability to manage and lead. The ability to lead is different from the style a manager
chooses to use. Similarities found in the responses included understanding the
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environment in order to grow it, developing opportunities for the team, and taking
ownership of the work to produce results. The executive women felt they were
responsible for taking control over their areas to deliver results and effectively represent
their teams.
Participant 1: The biggest learning for me was to back up and let the team surge
forward. I had to take up less space because my title amplifies my voice.
Participant 2: It’s about how you give opportunities to your team, how you
develop others and identify talent; this makes a difference in really being a leader.
Participant 3: Leadership abilities are important because you never know who is
watching you. People watch to see if you have the leadership ability throughout,
and not just in the beginning.
Participant 3: For me, leadership ability is about understanding your surroundings,
understand how to take control of your environment, and take it where you need it
to go.
Participant 4: When it comes to leadership and managing, you have to be willing
to take ownership of whatever area you are responsible for. You own it and it is
your job to make it work right, and you have to have a team that believes the same
way.
Participant 5 discussed how management and leadership style could be taught, but
decision-making skill comes over time as confidence increases (Participant 11). The
majority of the women spoke about the ability to make decisions, especially tough
decisions. Each participant expressed that there is significant value in having this ability.
Participant 5: I always believe in improving my leadership and management
abilities to fit my style of leadership. It seemed as though the individuals that I
attracted were very cooperative and harmonizing with the whole organization.
Participant 6: You have to want to make tough decisions and have the ability to
make the tough decision as a leader.
Participant 7: The reality is nothing is black and white; you are dealing with
people, and there is always going to be a grey area. I believe what is really
important in leadership is to have a certain level of temperament. You have to
move out of a situation at a certain point and really be able to observe how to
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manage or deal with the issue. For my leadership and management ability, I rely
on my spirituality to help me, to guide me, and to make decisions.
Participant 8: This factor is important because ability means not so much, just
your competence, but your ability to exercise certain skills of judgment,
discernment, making decisions, taking initiative, and managing all kinds of
various stakeholders in your environment. The ability to multi-task and to know
how to prioritize is a key ability. These things are really the underpinning of your
success as much as your competencies in a more academic and rigorous way.
Interview Q7: Why is it Important for Women who Desire an Executive Role to
Demonstrate a Level of Motivation?
All the women felt strongly that the motivation to succeed comes from within,
and expressed that if a person does not have that inner motivation, she will not be able to
sustain her career. Participants generally agreed that it is very difficult to surge forward in
the role or the company without proper motivation to do so. Motivation requires having
internal desires, motives, energy, and passion, as most participants responded very
passionately to this question. Participant 8 disclosed, “Motivation cannot be taught.”
Participant 5 stated that “motivation is the key to success and is the fuel for positive
outcomes.” Several participants contributed the following thoughts about motivation, and
all the participants agreed that motivation to lead was essential to have as a woman
executive.
Participant 3: You have to have some basic motivation internally to want to be
successful, and that begins within.
Participant 4: You can be motivated, but it’s how you are able to handle
discussions and controversial issues in a way that you have to understand your
audience and who you are dealing with.
Participant 5: I believe without motivation the organization cannot go forward.
The importance of the motivating force is energy, passion, and you cannot really
manifest anything in your life. You must have motivation and passion because it
is the fuel. I believe motivation is critical to success.
Participant 6: It is important to demonstrate a level of motivation and lead by
example with a vision.
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Participant 8: If you are not motivated by your commitment to leadership, it is a
non-starter because there is a demand of all kinds from intellectually, emotionally,
physically, mentally, and your ability to thrive in that role starts from motivation.
Motivation comes from within, and you cannot teach motivation. You have to
find your lane—the sweet spot that speaks to your passion as well as your ability
and skills.
Interview Q8: Describe any Discrimination You Experienced as a Female Executive
in a Leadership Role
Most of the women stated that they did not experience any form of discrimination.
They were very open, honest, and grateful about not experiencing any discrimination, but
some disclosed they had counterparts who had experienced discrimination. Only a few
respondents described their experience with prejudice. These women experienced
discrimination that came from an inequitable pay scale and lack of respect for women in
leadership roles.
Participant 3: We both had the same background and education, but what was it
about him that he excelled to a grade 15 and I remained a grade 12? I experienced
the pay scale discrimination.
Participant 5: When sexual discrimination happened to me, I would consider the
source of it, and not take it personal.
Participant 6: I experienced it through the pay scale and promotion during a
political position. The men were paid 16% more because they had families, and
we did the same work. They had less experience fundraising and political
experience.
Participant 11:I think sometimes there is a good old boys mentality where you are
not necessarily included in certain conversations or not seen as a peer or friend
because of gender.
Participant 12: My discrimination was in the area of resources to get the job done.
Certain individuals that were more favored received more staffing and got bigger
budgets.
Interview Q9. Explain how Mentorship Contributed to your Advancement to an
Executive Position.
When asked about mentorship, there was an overwhelming response from the
participants. Every participant spoke highly and passionately about their mentors, and
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some had multiple mentors for different areas. The women respected and honored their
mentors for supporting them in their careers. A few described what a mentor was and
what having one meant to them. Mentorship was revealed within the context of Q3
although it had not been asked by the researcher; the participants connected career
development to the importance of having a mentor to guide their training and educational
decisions (Participant 15 spoke about how her college professor has guided her
throughout her entire career and how she continues to be mentored.). There is significant
strength in having a mentor at a senior level as well as a peer-to-peer mentor, as
Participant 1 shared,
An ideal mentor for me is someone that is walking the road with me, and we can
support one another. I believe it is really essential for women that are just
breaking new ground to a senior level position. It has been tremendously helpful
and an extraordinary experience for me during my presidential role.
Participant 5: A mentor is the purest, finest teacher you can have, and some may
have more than one. My example of my dearest mentor is he helped me grow an
organization that I never thought was conceivable.
Participant 6: I learned from bad bosses, and always had mentors along with a
team of professional advisors to help guide me throughout my senior role.
Participant 7: Mentorship is everything to me, and it was the key to my success.
Participant 8: You should always value seeking out expertise from those who
have experience, wisdom, and that are generous in their willingness to share.
Participant 9: My former boss mentored me and gave me many opportunities to
move me forward.
Participant 11: My mentors were advocates and champions for my success.
Professional career mentorship is absolutely essential for women. Through
mentorship, you can get an introduction to more senior level people, and you will
also have the opportunity to get to know someone that can possibly have an
impact on your next promotion to be your advocate and can help you to navigate.
Participant 12: Mentorship will help you develop skills, and will help you be
positioned well.
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Interview Q10. Can You Discuss Whether all the Previous Topics Contributed to
your Achievement as a Female Executive?
When asked the question if all the topics mentioned in the interview questions
contributed to their achievement, all the women agreed that they had. Everyone felt the
topic of each interview question played a significant role in their journey to a senior
executive role. They believed that leadership, management, motivation, success
strategies, mentorship, work-life balance, and career development were part of their
journey to move beyond corporate obstacles. One participant compared this last question
to making gumbo. Participant 1 stated that “gumbo takes very specific ingredients, and if
you miss certain elements, the flavor will not be consistent. In mixing gumbo, you have
to be precise as you pour all the right ingredients into the pot.” Her analogy was that
every question was important, valuable, essential, and appropriate to help discern what
helped her become a strong leader. Other participants contributed the following
responses:
Participant 3: They all contributed to my success as an executive. It’s like the total
package where your business acumen, finance skills, interpersonal relationships,
work ethics, timing, level of preparedness, vision, dreams, and goals all comes to
one complete package of you.
Participant 8: All the topics that came through the questions are very relevant, and
nine of those areas have not been deliberate, but upon reflection, they each matter
tremendously.
Participant 15: Each step is a piece of the puzzle. It’s a part of the tapestry that
gets you to the end of what it is that you are trying to achieve. It’s the entire
collection from mentorships to the skill set, to being active in professional
organizations, to having a plan, working the plan, being focused, having a really
good support group and a family that is supportive.
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Summary of the Findings
Synthesis of the Findings
This chapter explored responses from women in senior management in private or
public businesses to conduct an exploration of the research question: What factors such
as work-life balance, success strategies, leadership and management styles, and
motivation to lead contributed to female leaders’ success within business? The findings
addressed the research question directing this study in addition to presenting insightful
data that could be beneficial towards future consideration of advancing this topic. The
researcher identified and learned that senior executive women shared the same factors as
identified in the theoretical concept of this study as the factors that contributed to their
success. The findings addressed the gap in literature by adding the findings from this
study to the limited existing knowledge of why so few women progress to top roles,
forming an underrepresentation of women across a broad spectrum in business.
The overall goal of this research study was to contribute dialogue, concepts, and
understanding regarding senior executive women’s commitment to moving beyond the
corporate glass ceiling. The existing limited literature did not address the factors
identified in these research findings as factors that contribute to senior executive
women’s success. The purpose of this exploratory research was to explore success factors
among senior executive women to add to the body of literature. Despite the barriers,
some women are moving beyond the glass ceiling straight to the top and their motivation
to lead, success strategies, and leadership ability relate to personal goal achievement and
self-fulfillment (Lee & Stearns, 2012). The foundation of the experiences, personal
86
stories, and perceptions from women in senior management highlighted their tenacity,
strength, focus, and determination to succeed in their careers.
The overall data analysis included three levels of exploration to uncover new
themes associated with the study’s research question and theoretical framework guiding
this research. The first data exploration process included examining data to ensure the
participants responded to the interview questions and coding data for commonalities such
as consistent effort and responses to the interview questions. The second data exploration
uncovered the initial five themes: understanding your purpose, which was mentioned by
Participants 10 and 15; having good listening skills was a success strategy for
Participants 1, 2, and 7; adapting to work environments was essential to Participants 1
and 13; being able to accomplish work by letting accomplishments speak for themselves
was conveyed by Participants 9 and 13; and delegating responsibility is an important
factor in a leadership role, according to Participants 3 and 8.
These themes had not been included within the context of the interview questions.
Each participant disclosed their own personal experience and observation through the
interview process. The final data exploration revealed additional themes: having the
confidence to make tough decisions, trusting in faith/spirituality and inspiration, valuing
team effort, and constantly working hard to prove their worth. The researcher revealed
this new data through exploration of the collected data from the participants’ interviews.
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New Data
The findings uncovered new data related to five initial themes: understanding
your purpose (uncovered in Q1 and Q5), having good listening skills (Q4 and Q5),
adapting to work environments (Q4), being able to accomplish work (Q1 and Q5), and
delegating responsibility (Q4); however, these initial themes do not substantiate strong
evidence to support the research question and conceptual framework directing the study.
The findings also revealed new information related to four additional themes: (a)
having the confidence to make tough decision at the senior level, (b) trusting in
faith/spirituality and inspiration, which influenced participants’ motivation to lead and
management and leadership ability, (c) valuing team effort by supporting and caring for
the team, and (d) constantly working hard to prove their worth as female executives.
The participants shared that having the confidence to make tough decisions was
imperative and was the keystone of their success as executive women in business. They
responded that a person has to be capable and comfortable to make tough decisions in a
senior level position because it is a part of leadership. The importance of the ability to
analyze and process tough situations and to make quality decisions was repeated five
times within the context of interview Q6 and Q7 but was not required or asked by the
researcher. The women reported that having a fearless decision-making ability
contributed to their achieving a top role.
Next, the participants revealed that trusting in their faith/spirituality and
inspiration was associated to their position as senior executive. This topic was not
mentioned within the contexts of Q1, Q3, Q4, Q6, or probed by the researcher. However,
this theme emerged in responses to Q1, Q3, Q4 and Q6 and was reported six times by the
88
participants. Spirituality was a focal point to many of these women in their process of
achieving an executive position. The participants reported that having a spiritual
foundation and faith was a major contributor to their leadership ability and helped them
remain effective leaders. The women candidly talked about how faith and being
inspirational as a leader helped them to achieve success or to operate beyond boundaries.
It was important to the participants that faith and spirituality is displayed as helping
others on their team.
Valuing team effort was reported by the participants as a factor that contributed to
their success. The participants stated that having a good team is important to their
success. This theme was repeated at least four times within the context of Q2, Q4, and
Q6, and it was not requested by the interviewer or the question did not require the
response. The findings show that senior executive women value teamwork and attribute
their ability to foster quality teamwork in part to their success in moving up the corporate
ranks.
Finally, constantly working hard to prove their worth was uncovered as a theme
that was not expected as a response in Q1, Q3, Q5, Q6, Q7, Q9, and Q10. Hard work was
revealed at least eight times and was not asked by the interviewer. The participants
attributed their success to hard work and asserted that they accomplished what they
desired by working hard on every project.
Responses to Interview Questions
The participants described their motivation to lead beyond the glass ceiling as
using their abilities to eliminate the boundaries that they faced and having the strength to
strive beyond what had been accomplished. The participants also indicated that
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maintaining a work-life balance was accomplished by their willingness to create
boundaries and the recognition that the balance was essential to having a successful
career. The participants reported that career development is essential and did not depend
on their companies if the opportunities were not available. The findings stated that
management and leadership style is a contributor to achieving a senior leadership role to
build a strong team. The findings also indicated that having a motivation to lead is
essential and comes from within. Discrimination was not a factor that stopped the women
from progressing. Furthermore, the study findings uncovered that mentorship was very
valuable to the executives’ careers. Finally, they all responded favorably when asked if
all the interview question topics contributed to their success; the women felt that
leadership and management style, career development, success strategies, motivation to
lead, and work-life balance were key factors to their success.
Swanson and Holton (2005) conferred that the main goal of qualitative data is to
capture and analyze data that represents the meaning of the participants’ insight in their
own words (p. 234). The findings address the study’s research question and theoretical
concept to explore success factors among executive women. The findings revealed that
women concurred with the conceptual framework of this research as major factors to
their success. The limited scholarly research addressed that these are factors, but the
literature did not discuss why so few women with these factors do not progress to a senior
position. Furthermore, the scholarly literature review did not reveal the four themes from
this research as factors that contribute to the success of executive women.
90
Conclusion
Chapter 4 briefly discussed the study’s qualitative exploratory method to uncover
the research findings and themes. The data was analyzed and converted into meaning for
understanding. Data was also coded into significance to relate back to the study’s
conceptual framework and research question. The gap in the literature is addressed by
adding the study findings to what factors contributed to female executives’ success. The
findings revealed five initial themes: understanding your purpose, having good listening
skills, adapting to work environments, being able to accomplish work, and delegating
responsibility, which were not sufficiently prominent as evidence for the research
question. The findings revealed four additional themes: having the confidence to make
tough decisions, trusting in faith/spirituality and inspiration, valuing team effort, and
constantly working hard to prove their worth, as strong factors that also contributed to
their achievement as successful business women in America. Overall, the findings
presented the conceptual framework of this study and the themes as contributing to the
success of senior executive women.
Chapter 5 will highlight all the research findings in connection to the study’s
research question, What factors such as work-life balance, leadership and management
style, motivation to lead, success strategies, and career development contribute to the
success of female leaders’ within businesses? The implications of the study indicated that
these factors contributed to the participants’ success, and this study will add
corroborative and new knowledge to the field of organization management. Future
research on additional research methodologies and population will be addressed.
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CHAPTER 5. DISCUSSION, IMPLICATIONS, RECOMMENDATIONS
Introduction
This research study conducted a qualitative exploratory process on senior
executive women with a minimum position of vice president. Chapter 1 discussed the
problem with the lack of women progressing to a higher role, along with limited data
discussing success strategies, management and leadership style, career development, and
motivation to lead. Chapter 1 also disclosed the significance of the research study to the
field of organization and management by exploring women executives’ management and
organizational leadership styles. In addition, the chapter introduced the research question,
What factors such as work-life balance, leadership and management style, motivation to
lead, success strategies, and career development contribute to the success of female
leaders within businesses? This study will add new data associated with how a small
percentage of women moved beyond the glass ceiling.
Chapter 2 presented the existing body of literature related to the conceptual
framework of the research. In Chapter 3, the exploratory qualitative design guided the
study by ensuring that all ethical considerations were honored and respected. Chapter 4
presented in-depth data analysis, interpretation, and descriptive data from each study
participant. Chapter 5 includes the discussion of results, limitations of the study,
summary of the results, and recommendations for future research on the relationship
between trust their faith/spirituality and inspiration and success for executive women.
92
Summary of the Findings
The purpose of the study was to explore what factors contribute to the success of
women in senior management roles within private or public businesses. The experiences
and stories of these women in their own words expressed what factors contributed to their
moving beyond corporate barriers. These women were working hard as leaders and
achieving some very high positions. The limited literature focused the theoretical
concepts identified in this study as experiences, but not as success factors that contributed
to their careers. Also, the literature review did not reveal the four themes that emerged as
new data in this study— having the confidence to make tough decisions at the senior
level; trusting in faith/spirituality and inspiration, which influenced their motivation to
lead and management and leadership ability; valuing team effort by supporting and caring
for the team, and constantly working hard to prove their worth as female executives—as
factors that contributed to executive women’s achievement. The study sought to find how
work-life balance, success strategies, career development, management and leadership
styles, and motivation to lead played a role in their achievement.
The research design afforded the chance for one-on-one interviews to delve into
the lives of senior executives who had achieved success. This design granted the
opportunity to ask what participants knew, thought, and experienced throughout their
personal journey to the top. Interviewing the participants granted the researcher the
opportunity to explore and examine the responses to understand what the participants
valued as factors in their success. The qualitative design afforded this opportunity to
closely examine each interview response to gather the findings and was the most suitable
for conducting an exploration of data.
93
Findings Related to the Literature Review
Work-life balance. This study defined work-life balance as the means used by
executive women with control to balance personal commitments and busy work
schedules in order to remain successful in a public or private business environment
(Caproni, 2004). The literature review, according to Watts (2009), stated that the
attributes of work-life balance incorporates a number of features such as family, work-
life culture, job satisfaction, life outside of work, hours spent working, and the
company’s expectations (p. 38). Based on the literature review, the study findings
confirmed work-life balance as putting boundaries in place; balancing family, personal
time, and busy work schedules; and taking charge of their calendars to stay successful.
All the women in the study with one exception were open to describing their
strategies. None of the women had a perfect balance, but they knew it was important to
have work-life stability. One study participant discussed she was not good at creating the
balance but knew all the ingredients for creating a better work-life balance. The literature
review and findings from the study are consistent with the executive women’s
descriptions to balance their calendars for work and family time. Some corporations have
very open policies for senior executive women to have better chances for WLB in order
to employ highly skilled and productive women.
This process provides positive outcomes on productivity when senior executive
women in leadership positions have more control over hours and staff outcomes (Malik et
al., 2011, p. 404). A few of the participants were firm about creating boundaries on the
calendar for work and family time. Some participants stated they worked for a company
that allowed the time needed to handle family issues. Participant 9 disclosed,
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“Developing a strong team in an office environment has enabled me to have work-life
balance.”
Leadership and management styles. The study defined management style as an
extra effort of style, performance, and ability to manage, and leadership style was defined
in the study as a style that is eager, collaborative, transformation, interactive, and
participative, according to Chirikova and Krichevskaia (2002). Leadership should aim at
transforming excellent changes and movement in a business, based on Kjelin (2009). The
results of the literature review are consistent with the study’s findings related to the
participating executives’ leadership and management styles. Research has shown that
some women have different credentials and characteristics such as the ability to empower
others, and they find that openness to helping others is rewarding to their success as team
leaders (Sylvia et al., 2010, p. 24). One of the findings of this study revealed that some of
the women were able to impact the business and influence others on their team.
Participant 3 stated, “It is important to allow people on my team to grow.”
The findings also suggested that leadership abilities are important at this level to
have ownership, transparency, listening skills, and a sense of competence. According to
Bass and Avolio (1994), some women in leadership roles execute extra effort,
performance, and characteristics to perform across multiple organizations’ top positions.
Participant 13 responded, “Striving for high performance and being persistent with my
leadership and management style was essential to my success.” Also, once women gain
top positions, female executives are viewed as having strong characteristics, which are
beneficial to being an excellent leader (Rosette & Tost, 2010, p. 233). The findings
revealed that these women executives are true to leading by example, employing various
95
leadership styles such as participatory leadership, shared leadership, and invitational
leadership.
Success strategies. This study’s findings align with those of previous research
regarding success strategies, as well. Success strategies was defined within the study as
career goals, sustained action, or behavior used by women to achieve an executive
position in a public or private business, according to Mainiero (1994). The participants
asserted that strategies such as exhibiting good listening skills, delivering excellence in
every project, being a good observer, and continuing to learn who you are as a leader
(Participants 2, 7, 12, &14) are important to success. Each of the women spoke in depth
about their strategy to have continuous learning goals, to exhibit a good work ethic, and
to work at a level of achievement no matter the role.
The literature review stated that Harris and Ogbonna (2006) believed success
strategies for women are continuous actions, behaviors, and accomplishments that
augment the extrinsic or intrinsic motivation for career success. The study Participants 10
and 12 described their motivation to achieve success could be fulfilled by knowing your
strength, planning, gaining strong skills, knowing how to move the organization forward,
and finally learning management skills.
Career development process. This research study defined career development as
training, development, support, and mentorship to progress to a senior position, according
to Tessens et al. (2011). The findings revealed the career development process as ongoing
progress of training, leadership development, mentorship guidance, and education.
Participant 15 discussed that her college professor had guided and mentored her
throughout her professional career. A key finding related to career development
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connected back to the literature review. The study’s findings stated that women are
focused and committed to gaining good knowledge, learning, and training. All the
women believed that advanced degrees and certifications were important to their careers.
The literature highlighted that some extremely successful women with an advanced
career have worked hard and consistently to build their self-brand through continuous
education, coaching, and executive training programs (O’Neil et al., 2008). Study
Participant 4 viewed her career development process as a “personality trait” instead of
“specific plan” for her career path. Her goal was to “master any new function, position or
task that was introduced to her.”
Motivation to lead beyond the glass ceiling. Based on Barbuto and Story
(2011), motivation to lead was defined in this study as executive women in a private or
public business with extrinsic and/or intrinsic motivation, self-determination, control over
career, and decision-making power. A study finding disclosed that motivation and
leading with a vision was important to the participants’ success. Study Participant 7
stated, “breaking expectations of what’s traditional is my motivation to lead.” Participant
8 shared, “what motivates me in leadership is the desire to really be an inspiration to
others.” Another study participant (P9) shared her motivation to lead was the ability to
impact the business and to influence others in the workplace. These findings provide
insight to how motivation plays a significant role in a person’s drive to lead. Other
executive women stated that “Basic internal motivation, energy, passion and dedication
to advancing are necessary for women to possess” (Participant 5) and “Motivation cannot
be taught or given; you must find your sweet spot that speaks to your passion and lead”
(Participant 8).
97
The findings also uncovered that “motivation plays a very critical process, and
without motivation, the leader cannot move forward” (Participant 5). In addition, these
findings connect back to the literature on characteristics that describe motivation.
Research has asserted that the development of a woman’s emotion is a direct connection
to self-motivation and to personality that includes a level of commitment to professional
growth (Ryan & Deci, 2000a, p. 68). Another response from the study aligned with
previous research when Participants 5 and 12 stated, being able to operate in excellence
to achieve the best results and not believing in the glass ceiling has been a motivating
factor (Participants 5 & 12).
New themes. Some findings from this study did not appear in the literature
review and therefore represent new data to be contributed to the gap in the literature. The
development of the themes derived from the three levels of data analysis and the repeated
responses within the context of the interview questions. The initial themes were closely
examined for precedence, significance, and importance related to the study’s research
question and theoretical concept guiding the study (Ereaut, 2002).
The research findings revealed that women in the study attributed their success
beyond the glass ceiling to factors associated to these additional themes. The literature
review revealed no data that discussed executive women’s using their strong faith,
inspiration, spiritual connection, and internal motivation to move beyond the corporate
glass ceiling.
Once women break barriers such as the corporate glass ceiling, they may
experience advantages to allow them to succeed; the findings suggest that work-life
balance, success strategies, motivation to lead, management and leadership styles, and
98
career development are essential factors that contribute to their success. Themes
uncovered as new information revealed additional factors that helped these women move
beyond corporate barriers.
Discussion of the Findings
This research study was directed by the research question, What factors such as
work-life balance, leadership and management style, motivation to lead, success
strategies, and career development contribute to the success of female leaders within
business? The data revealed four new themes of having confidence to make tough
decision, trusting in faith/spirituality and inspiration, valuing team effort, and constantly
working hard to prove their worth, which developed from the participants’ interview
responses. The researcher further explored each theme to address how it connected to the
research question, theoretical framework, and limited literature that structured this study.
The study’s theoretical framework investigated five concepts, present in the limited
literature, which are factors that contribute to the success of senior executive women
within business. The researcher further explored each factor to ensure they answered the
research question and determined how they addressed the gap in literature and the
problem of the study.
Implications of the Findings
The study findings imply that the four themes, having confidence to make tough
decisions, trusting in faith/spirituality and inspiration, valuing team effort, and constantly
working hard to prove their worth, are connected to the success of the senior executive
99
women. This experiential research discovered that senior executive women valued these
themes as important factors to their success. The existing literature review did not imply
that these are key factors that contribute to women’s success in senior management. The
existing literature has not examined these themes as essential factors; therefore, this study
will add to the gap in the literature by providing new data. The significance of finding
new information provides the opportunity to further explore and research each topic to
show how the new information connects to the success of executive women in American
business. In addition, since these topics have not been revealed as correlated to senior
women in business, new avenues open for future researchers to explore the reasons
women find it hard to break into upper management levels.
The findings of this study also imply that the concepts that structured the research
all contributed to the success of senior management women within business. The study’s
findings aligned with the factors that had been identified within the limited scholarly
literature as key factors that contribute to women’s success; for this reason, the study
confirmed what previous literature discussed as associated concepts. The various stories
disclosed by each participant contributed to a larger audience how senior executive
women are determined, focused, and committed. The literature addressed these concepts
as experience, but did not imply that they are factors that contribute to women’s success.
Therefore, this study will add to the existing body of literature the evidence that the
concepts contribute to the achievements of senior executive women based on the previous
literature that did not confirm these concepts as contributing factors outlined earlier
(Findings Related to the Existing Literature).
100
This research study adds to the field of organization and management by
presenting evidence about how these factors contribute to the success of senior executive
women in a private or public business. As a result, the study’s findings, success
strategies, career development, motivation to lead, leadership and management styles,
work-life balance, and the new themes that developed will contribute new information to
the research topic and body of literature as well as a contribution to the management and
organization field. The study implies that the application of the concepts and themes are
factors that contribute to success, regardless of issues such as the gender bias or glass
ceiling.
Limitations of the Study
This study was developed with rigorous measures to ensure internal and external
validity during the research procedure. There are limitations that come with qualitative
research. The personal dialogue collected and descriptions from the study participants
were personal experiences and perceptions. These personal stories and descriptions of
experiences were conveyed by the study participants, permitting possible error. The study
was limited to women whose rank was no lower than the level of vice president for the
purpose of the research question. A targeted group of participants consisted of 15
executive women limited the number of in-depth face-to-face interviews. The study was
limited to executive women within the U.S. for the selection of study participants. The
interview questions explored five factors that formed the conceptual framework, which
defined and limited the study’s focus during the research. Another limitation derived
101
from the snowball sampling; using referrals from business friends who were likely to
share similar values and characteristics may have resulted in a biased sample.
Recommendations for Future Research
Future research needs to be conducted to focus on executive women leaders and
their spirituality, inspiration, and faith. The recommendation is to further explore this
concept, because all the women with the exception of one spoke keenly about the
connection between their success and their faith/spirituality, inspiration, and reliance on a
higher power. Research scholars will have to direct their focus to concentrate on how
women achieve senior executive roles through faith and spirituality as the foundation of
their success to prove the premise. Further qualitative or quantitative research on how
executive women view trusting in faith/spirituality and inspiration to function at the top
could be conducted in nonprofit, private, and public sectors.
Future qualitative research to explore how having the confidence to make tough
decisions in American or international business would be appropriate. A potential
quantitative research could also be conducted on valuing team effort and working hard to
prove their worth by female executives in America and internationally within the private
and public sectors. Future quantitative research could also investigate how successful
women’s subordinates perceive these executives’ faith, leadership and management style,
as well as how these factors helped the women achieve their success.
Future research is also needed to provide deeper insight and clarity into how the
themes contribute to women’s success through conducting a qualitative methodology on
business women outside the U.S. Investigation of this sort might involve the influence of
102
culture, corporate environment, and leadership variations. Conducting a study that looks
at how corporate entities can create a stronger culture for women during the early stages
of their leadership and management position by focusing on the key constructs and
themes derived from the research. The study could also expand at looking at various
nationalities of women to compare the findings of the constructs to investigate how the
constructs affects different cultures or generation of executive women in business.
This study focused on exploring success factors that contribute to senior executive
women in a private or public business. The 15 in-depth interviews revealed four themes
and five theoretical concepts related to their success. A qualitative case study method
could focus on these concepts and themes, specifically exploring the impact of each
theme and concept to measure executive women’s achievement within a business. A
quantitative method can measure how many utilized the themes and theoretical
conceptual framework to progress in their career by focusing on middle management
women.
Conclusion
This qualitative exploratory method explored success factors of senior executive
women who moved beyond corporate barriers to upper level roles. This research study
sought to explore any commonalities, significance, and themes that these senior executive
women share. Data collection included in-depth face-to-face or telephone interviews with
15 senior executive women in private or public businesses. The primary data consisted of
personal lived experiences, perceptions, and truths about achieving success as a woman
103
executive. There was a true sense of humility, wisdom, passion, and gratefulness that
each of the women displayed in each response.
The research study uncovered that having confidence to make tough decisions;
trusting in faith/spirituality and inspiration; valuing team effort; and constantly working
hard to prove their worth were essential to these women’s achieving success at a senior
executive level. Themes related to having the confidence to make decisions, valuing team
effort, and constantly working hard were closely connected to their leadership and
management styles. Each of these women demonstrated their leadership style and ability
through their personal stories and detailed descriptions of their career journeys.
Throughout their careers, each of these women used success strategies, career
development, leadership and management style, motivation to lead, and work-life balance
as a vehicle to achieve an executive position. The findings from this study will add to the
body of knowledge contained within the field of organization management. The study
findings indicated that the themes and theoretical concepts that directed this research are
associated to the success factors of senior executive women.
104
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APPENDIX. INTERVIEW QUESTIONS
The categories of motivation to lead, work-life balance, career development, management
and leadership, and success strategies are shown below as related to the interview
questions.
Interview Questions Motivation
to Lead
Work-life
Balance
Career
Development
Success
Strategies
Management
&
Leadership
1. Describe any
personal experience
with a corporate
barrier that helped
you with your
motivation to lead
beyond the glass
wall.
X
2. Discuss how
important it is to
create a sustainable
work-life balance for
a female executive?
X
3. Explain how career
development affect
your ability to move
beyond the glass
ceiling?
X
4. Explain how an
effective
management and
leadership style is
significant to gaining
an executive position.
X
5. Describe any success
strategy that moved
you beyond a
corporate barrier and
the motivation to lead
in that particular
position.
X X
114
Interview Questions Motivation
to Lead
Work-life
Balance
Career
Development
Success
Strategies
Management
&
Leadership
6. Explain how success
strategies play a
significant role to
move beyond
barriers?
X
7. Explain how you
maintained a work-
life balance and
implemented success
strategies to achieve
success.
X X
8. Describe your
management and
leadership style that
lead you to an
executive position
and success?
X
9. Describe any
discrimination you
experienced as a
female executive in a
leadership role?
X
10. Explain how
mentorship
contributed to your
advancement to an
executive position.
X