Antecedents of women managers’ resilience: conceptual discussion and implications for HRM

Abstract

Purpose This paper aims to provide a framework with the antecedents of women managers’ resilience in SMEs. Design/methodology/approach This developmental study uses a comprehensive literature review and a set of propositions to identify the antecedent of women managers’ resilience and develops a conceptual framework for resilience. Findings The results indicate that in addition to personal resilience traits, interactive engagement with the work environment, career adaptability and positive human resource management (HRM) interventions are the main antecedents of women managers’ resilience. Research limitations/implications This paper contributes to theory by providing a new perspective on the study of resilience as a process at the organisational level and as a trait at personal level. It contributes to the women employee-centric resilience discussion in HRM literature and explores the relationship between resilience and women managers’ career progression. This is a developmental study, and despite the strengths of the undertaken approach, there are a number of limitations due to the lack of empirical evidence. Therefore, future research activities should focus on validating the framework and determining any potential boundaries of this resilience framework. Practical implications The study reveals a number of practical implications leading to a recommended resilience toolkit for HR managers of organisations to develop and promote resilience in their women managers and aspiring managers. Social implications The social implications of this study include the social relationships within the work-setting, better employee engagement and interaction with the work environment and flexible career progression pathways. Originality/value The paper is based on rich conceptual and theoretical discussion that identifies the key antecedents of women managers’ resilience. The study also conceptually establishes the moderating relationship between women managers’ resilience and work stress and burnout.

Challenges and coping strategies faced by female scientists—A multicentric cross sectional study

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“…reflective learning, coaching and career counselling and individual factors such as self-esteem, self-efficacy and career adaptability can improve resilience [18].…”

“…In academic settings, both males and females have the same hierarchal needs of physical safety, love, self-esteem and self-actualisation [18]. A supportive work environment can help to bring out the best in female employees and encourage optimal performance.…”

Understanding work-life balance, resilience and emotional endurance of single working mothers in the workplace: a qualitative study

“…The term resilience originates from the Latin verb "resilience" (to leap back), and it was first used in mathematics in the 1 7th century. The modern organizational sciences literature sees resilience from three different perspectives, n amely a trait or a capacity, or a process (Tabassum et al, 2019). Indeed, the concept of organizational resilience is seen as having such characteristics attributed to men (Witmer, 2019).…”

Leadership contingencies in the retention of women in higher education

“…Lekchiri, Crowder, Schnerre and Eversole (2019) conducted a study at a tertiary institution in Morocco and identified the following gender bias behaviours: abusive, verbal or physical or sexual harassment; unfair treatment; dismissal; and a lack of trust, recognition and acknowledgement. The most common constraints identified by various other studies include the glass ceiling, gender discrimination, organisational culture, work and family conflict, old boys network, stereotyping, poor support and personal characteristics (April & Sikatali, 2019;Cohen, Dalton, Holder-Webb, & McMillan, 2018;Khalid & Sekiguchi, 2019;Tabassum, Shafique, Konstantopoulou, & Arslan, 2019). According to Shepered (2017), women within the South African higher education context experience marginalisation, under-representation and the glass ceiling as the major obstacles in their career progression.…”