Research PaperPurpose This chapter investigates the role of gender, mentoring and social capital and contributes to literature about the career development of women in senior management roles in the National Health Service of the UK. Design/methodology/approachThis chapter draws on a doctoral study of senior level managers in a Scottish NHS Board. The data collected are: i) documentary; ii) quantitative; and iii) qualitative. The quantitative data is collected through questionnaires, while the source of qualitative data is in-depth semistructured interviews. The doctoral study is embedded within an interpretivist and feminist paradigm. FindingsAlthough access to mentoring and social capital was seen as likely to enhance the career progression of females to senior managerial roles, gendered work and family expectations, gendered organisational culture, and normative performances of gendered senior management were identified as obstacles in taking advantages of mentoring and social capital. Research limitations/implicationsThe study provides a starting point for further investigation of the role of mentoring and social capital in the career progression of females all across the National Health Service (NHS) in the UK. Originality/value:To the best of our knowledge this is the only piece of work that explicitly investigates the role of mentoring and social capital in managing gender diversity at the senior managerial positions of the NHS. .
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