Careers of women public managers: Career needs of women public managers across generations

Abstract

This study examines women's managerial experiences in leadership roles and reflects on their career needs. Women's career needs are understood by applying the Kaleidoscope Career Model (KCM), which is yet to be widely explored in public sector settings. The KCM recognizes the interplay of multiple experiences that shape the career development of women in the workforce. Using 21 in‐depth interviews with women municipal government leaders in the United States; we find that while all three parameters of the KCM model are relevant for women public managers, the need for balance is overwhelmingly evident for women across all generations. Further, we demonstrate how the relationality of women public managers and the interplay of personal and professional needs drive their career goals. The findings from this study are relevant to human resource development policies and practices that consider generational differences into account. Work‐life balance needs are relevant for women across all generations (Baby Boomer, Generation X, and Generation Y), and organizations play a vital role in mitigating the burden for women managers. Women public managers' need for balance dominates across generations over the need for challenge and authenticity. Human resource management programs should consider policies and programs that are responsive to the specific needs of women across different generations. Women managers from Generation X and Baby Boomer generational cohorts express interest in leaving their current position or look forward to retirement in the future.

Navigating Early Career Management: Workplace Experiences and Career Impact

“…n recent years, the issue of career development for managers has attracted the interest of a good number of researchers and professionals (Adamson et al, 2022;Bishu et al, 2022;Thaller et al, 2023). In this field, studies on careers in management conducted with cohorts of women reveal the persistence of ethnic (Alesia, 2017)or gendered (Alesia, 2017; Bates & Holt, 2021; Ekonen & Heilmann, 2021; Ezzedeen et al, 2015;Vaz et al, 2023) prejudices and stereotyping, as well as microaggressions (mansplaining, manterrupting) (Vaz et al, 2023) that hold women back from management positions.…”

“…Crowning these struggles is the demanding responsibility for household chores, and the complex burden of reconciling the latter with professional duties, which compel women in management positions to muster different strategies to strike a certain balance ( Shaw & Leberman, 2015).Moreover, a small number of studies on women managers have evidenced the deep-seated role of social gender relations from the very beginning of their post-secondary training and socio-professional integration (Giguère et al, 2020). Conversely, other research focused on women reveals the importance of training (Sexton et al, 2014), networking (Ekonen & Heilmann, 2021) and the support of a superior or access to a mentor, all of which can be levers for women's careers (Baumgartner & Schneider, 2010;Bishu et al, 2022;Guptill et al, 2018;Michaelides et al, 2023;Sexton et al, 2014).…”

Civics and civility: A darn on threadbare fabric or the fabric itself?

“…Social equity only emerged as a significant determinant in the second round of licensing. Bishu, Sabharwal, and Reyes (2023) apply the Kaleidoscope Career Model (KCM) to understand women's managerial experiences in leadership roles and career needs in the public sector. They interview 21 women municipal government leaders in the United States and find that, while all three parameters of the KCM model are relevant for women public managers, the need for balance is overwhelmingly evident for women across all generations.…”