Sponsorship and social identity in advancement of women leaders in South Africa

Abstract

Purpose: In South Africa women in senior management positions experience social identity dilemmas, necessitating more research into this domain. While research has been conducted into coaching and mentoring of these women, limited scholarly attention has been paid to sponsorship. This paper thus explored the social identity of women at senior management levels as well as sponsorship as a proposed mechanism to develop talented women.Design/methodology/ approach: This qualitative research included two studies using two sample groups, both of which included executive level respondents in corporate organisations.One study focussed on sponsorship; here the 29-strong sample included 14 male and 15 female executives, of whom 15 were White; nine were African and five Indian. The second study, consisting of only African, Coloured and Indian (ACI) women executives (23 interviewees), focussed more broadly on their development path to the C-suite. Findings:A common theme across the two studies was the inclination to give developmental support, in turn, once supported. There were prerequisites in this support-giving, however. For example, 2 sponsors identified criteria that protégés had to meet. Despite evident gender inequality at senior management levels in South Africa, this paper reveals that in the Study 1 sample, gender as well as race were ostensibly irrelevant when choosing a sponsor or who to sponsor. A closer examination revealed a gender-based expectation, embedded in the South African context. Study 2 showed that ACI women above 50 years of age were more inclined to mentor others; even when they themselves were not mentored, some purposefully developed other ACI women. This paper thus suggests age as an important additional diversity dimension in relation to the career development of ACI women towards the C-suite. The findings have implications for the career development of individual ACI women and for organisations in reaching equality. Gender differences with regards to perceptions also revealed that male respondents perceived sponsorship more as task-based actions, whereas female respondents focussed on relational elements. The paper concludes with recommendations on how individual ACI women and organisations can proactively develop talented women.Originality/ value: The paper offers insight into the gendered expectations of sponsors and gendered perceptions around merit in identifying protégés worthy of sponsorship. ACI women's social identity changed when they joined the C-suite to identify more with their roles as executives, and became less associated with their original ACI women group.

In search of factors that hinder the career advancement of women to senior leadership positions

“…From the standpoint of social exchange, the reciprocal relationship between leaders (mentors) and mentees can boost members' self-efficacy and creativity in performing uncertain and risky tasks (Liao, Liu, & Loi, 2010). In the mentorship process, women emphasise the relational aspects of social exchange (Scheepers, Douman, & Moodley, 2018). The latter study also identified social exchange theory as a critical driver of women's talent development in South African businesses.…”

Women’s journey to the top: the role of bonding and bridging social capital

“…Ibarra et al (2010) found that men and women benefit differently from close mentorships. In the case of women, mentors focus on coaching and advising while men receive additional sponsorship in the form of a promotion and negotiation on their behalf (Ibarra et al , 2010; Scheepers et al , 2018).…”

Leadership contingencies in the retention of women in higher education

“…pay, promotion, training and wellbeing), biases and resistance/sabotage by male colleagues should be managed (Zhong et al, 2018). According to Scheepers et al (2018), sponsorships should be considered as a strategy to advance talent management. Sponsorships involve a powerful, influential person pledging public support to an individual groomed for a leadership position.…”

“…Although the number of women entering the workforce has been continuously increasing, only a small number of them manage to advance to management levels. According to Scheepers, Douman and Moodley (2018), in South Africa, women occupy only 23% of positions involved in making economic decisions and only 4% of Chief Executive Officer positions. These statistics are only symptoms of a larger underlying disease where men are considered more worthy and valuable than women.…”

“…Organisations are thus presented with an opportunity to capitalise on the contributions made by women should they invest in diversity management. According to Scheepers et al (2018), organisations could implement several talent management interventions to mitigate the challenges faced by women. Cho and Huang (2012) confirmed the significance of professional advancement as a retention factor because the absence of growth prospects can leave employees feeling dissatisfied and ultimately result in them leaving the organisation.…”