Purpose-The increase in general managerial roles held by women has failed to translate into senior management positions in many countries. The paper aims to focus on the experiences of two groups of female and male managers in two diverse countries and how these groups of employees view career advancement and how this perspective may relate to the lack of women in senior managerial roles. Design/methodology/approach-This study adopts deductive reasoning to understand social practice as a means by which and how senior management identities are perceived and whether these roles are attainable. A survey was administered to female and male managers in Malaysia and in Australia. Findings-The findings indicate that women in two countries studied still have significant responsibilities for performing family duties, and bringing up children. In particular, the Malaysian respondents viewed family and personal responsibilities as their greatest impediment to attaining senior management positions. Hence, they are unable to contemplate both careers and families, a view strongly supported by the Australian women as well. Originality/value-Societal expectations on women in certain cultures are still strongly entrenched because they believe that they are required to comply with the social roles by prioritising marital obligations over any desire for senior management careers.

The decision‐making process in business frequently involves ethical considerations. Although ethics often come down to personal decisions, those decisions ultimately affect the corporate image of an organisation. It has been shown that sound ethics are good for business, and therefore it is important that managers encourage their staff to recognise and to implement the company′s ethical priorities. This article looks at practical ways for managers to establish ethical priorities at three levels: an individual level, a group level and an organisational level. Each of these levels is explored, and the benefits and disadvantages of different action‐related strategies for encouraging an ethical awareness will vary among companies, industries and cultures – no single method is universally appropriate. However, all managers should consider how ethical standards can best be introduced and communicated throughout their organisation. Ethics is not just a “flavour of the month” – it is here to stay, and presents a challenge to all managers.

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