Pipeline problem: Factors influencing the underrepresentation of women in top leadership positions in sports organisation

Abstract

National Sports Associations, National and International Sports Federations and even International Olympic Committee continue to struggle meeting the 20% representation quota of women in executive boards. Although women’s representation as athletes, coaches and officials increased in national and international sports competitions but not in leadership particularly in top positions. In sports leadership, empirical research showed statistical figures that women have gained access in leadership pipeline however, they still lack in representing the executive boards. This study is a part of a larger phenomenological investigation which purpose was to identify factors that may influence the persistent underrepresentation of women in top leadership position. From a purposive maximum variation sampling of seven participants, top women leaders in Malaysia national sports organisations were interviewed about their career path and experiences on how and why women top leaders continue to lag behind with their male counterparts. Results suggest self-limiting behaviors, work-life conflict and interpersonal relationships among other women contributed to the underrepresentation of women in top positions. Factors attributed to social perception of gender and leadership roles incongruence also limited women leaders’ access in organisations which subsequently contributed to pipeline problem. Moreover, participants offered suggestions in overcoming the challenges and personal strategies in advancing opportunities and career development.

Strategies to Advance Women: Career Insights From Senior Leadership Women in Professional Sport in Canada

“…Mentors help prepare colleagues for leadership roles by providing insights and guiding development while sponsors go a step further by advocating, positioning, and risking their reputation for qualified candidates (Ibarra et al, 2010 ). Aman et al ( 2018 , p. 152–153) noted that “through social networking and mentoring women role models in sport administration lend their voices to women, show women in decision-making positions, and realistically portray the possibility that women are qualified to be sport leaders.” Women need to see other women in these life roles, and envision themselves occupying a similar role in the future. Role models help build confidence in others to do the same (Gardner and Laskin, 2011 ).…”

“…Aman et al ( 2018 , p. 154) suggested that “… while self-promoting behaviors are rare in women, men use self-promoting behaviors to access leadership positions and gain economic rewards,” so women must do the same (Sandhu and Mehta, 2008 ). In the male-dominated sport's environment, women often encounter prejudices that impact the perceptions of their effectiveness (Eagly and Karau, 2002 ; Eagly and Carli, 2007 ).…”

“…Numerous researchers (Inglis et al, 2000 ; Hoeber and Frisby, 2001 ; Shaw and Hoeber, 2003 ; Shaw and Frisby, 2006 ; Hums and Yiamouyiannis, 2007 ; Moore et al, 2010 ; Burton et al, 2011 ; Masteralexis et al, 2011 ; Burton, 2015 ; Hancock and Hums, 2016 ; Wells and Kerwin, 2016 ; Burton and Leberman, 2017 ; Hartzell and Dixon, 2018 ; Darvin et al, 2019 ) have investigated the experience of female leaders at the coaching and administrative levels of sport, and have consistently found female representation to be low. With the notable exception of a few scholars (see Leberman and Palmer, 2009 ; Shaw and Leberman, 2015 ; Aman et al, 2018 ), limited to no researchers have explored the issue within Canada where many professional teams and leagues do not have a single woman in a senior leadership role. Although most of what our society understands about women sport leaders has been drawn from intercollegiate athletics settings (e.g., Burton, 2015 ; Wells et al, 2020 ), our research, like the research of Shaw and Leberman ( 2015 ) will be one of the few investigations to focus on senior women leaders' successful career advancement strategies.…”

Does the Next Generation of Sports Leaders Perceive the Presence of the Glass Ceiling and the Need to Shatter It? Insights of Undergraduate Students

“…Women often underestimate their contributions and abilities, they often think that they lack the skills and ability to position and promote themselves relative to their men counterparts. As a result, women frequently leave middle management roles early due to a perceived lack of support, recognition, and respect (Burton & Leberman, 2017;Aman et al, 2018). This is also described by other researchers (Aman et al, 2018;Hancock & Hums, 2006;Helfat et al, 2006;Pell, 1996;Ragins et al, 1998;White, 2004) as the "leaky pipeline".…”

“…As a result, women frequently leave middle management roles early due to a perceived lack of support, recognition, and respect (Burton & Leberman, 2017;Aman et al, 2018). This is also described by other researchers (Aman et al, 2018;Hancock & Hums, 2006;Helfat et al, 2006;Pell, 1996;Ragins et al, 1998;White, 2004) as the "leaky pipeline". Kay & Shipman (2014) have proven that men will apply for jobs when they meet a minimal percent of the requirements, whereas women will only apply to the job when they meet all of the requirements.…”