The career resilience of senior women managers: A cross‐cultural perspective

Jogulu, Uma; Franken, Esmé

doi:10.1111/gwao.12829

Cited by 12 publications

(13 citation statements)

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“…Obtaining job-fit (or complimentary fit) may result in more positive experiences and opportunities for using their grit and resilience strengths. In line with Jogulu and Franken (2022), we recommend that women more effectively utilise resources within their job to build resilience and grit by emphasising the role of women's network leveraging, learning, and adaptability. In this regard, women's effective use of networking and mentoring opportunities and the positive relationship with their career success has been well documented.…”

Section: Implications Of the Researchmentioning

confidence: 87%

“…Specifically, for women, it has been argued that resilience could serve as a barrier to alleviate the adverse effects of work stress caused due to the prejudice of the glass ceiling, thus, strengthening their ability to break the glass ceiling in organisations ( Tabassum et al, 2019 ). In this regard, senior women managers exemplify resilience, as it helps them to navigate complexities and obstacles amidst the challenges and hardships they experienced in their careers ( Jogulu and Franken, 2022 ). Women seem to believe that even with obstacles, they can fight for their right to promotion and career advancement.…”

Section: Introductionmentioning

confidence: 99%

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The subjective career success of women: The role of personal resources

2023

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IntroductionResearch on women’s career success has been the subject of extensive investigations, emphasizing the barriers they encounter in their careers. However, far less attention has been given to the personal resources that promote women’s career success. The purpose of our study was to provide more conclusive evidence regarding the role that personal resources such as resilience and grit can play in the relationship between women’s person-environment fit and the perceptions of their career success. Underpinned by the Job Demands Resources and social cognitive theory, our study aims to investigate whether resilience and grit could either explain how person-environment fit translates into feelings of subjective career success or could strengthen this relationship.MethodA cross-sectional online survey research design was used, and a convenience sample of 408 female employees was obtained. Relationships were explored through structural equation modelling.ResultsWhen controlling for age, the findings of this study revealed significantly positive relationships between the constructs, with person-environment fit, resilience, and grit, explaining a large portion of the variance in subjective career success. Although our data supported the mediating role of grit and resilience in the person-environment fit and subjective career success relationship, the moderating effects of grit and resilience could not be established.DiscussionThese findings illustrate both grit and resilience as mechanisms that indirectly affect the person-environment fit and subjective career success relationship of women. However, our findings indicate that resilience and grit cannot be considered mechanisms that would buffer against poor person-environment fit’s effect on their career success perceptions. Firstly, our study advances our understanding of the roles personal resources such as resilience and grit play in women’s career success as ways to overcome obstacles and workplace barriers. Secondly, using the motivational process of the Job Demands Resources Framework as theoretical background, we contribute by shedding light on how personal resources (resilience and grit) can be considered underlying factors influencing the person-environment fit and career success relationship for women. If women experience good person-environment fit, there is a greater opportunity for developing resilience and grit and, consequently, subjective career success.

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Section: Implications Of the Researchmentioning

confidence: 87%

Section: Introductionmentioning

confidence: 99%

The subjective career success of women: The role of personal resources

2023

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“…Adopting a qualitative approach, the authors interviewed 39 senior-level female managers to explore how career resilience is expressed and enacted by women across culture and context. Jogulu and Franken (2022) find that resilience strategies-network leveraging, learning, and adaptability-were often experienced differently by the Australian and Malaysian female senior managers interviewed, suggesting the culturally nuanced ways in which career resilience is enacted in practice. This paper contributes to understanding cultural and contextual differences in women's experiences of career resilience.…”

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confidence: 87%

“…In the first paper in the special section, Jogulu and Franken (2022) examine the influence of cultural contexts on how female senior managers demonstrate resilient behaviors in large organizations. Adopting a qualitative approach, the authors interviewed 39 senior-level female managers to explore how career resilience is expressed and enacted by women across culture and context.…”

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confidence: 99%

Gender and resilience at work: A critical introduction

Branicki

Birkett

Sullivan‐Taylor

2022

Gender Work & Organization

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When we wrote the call for papers for this special section on gender and resilience at work, we could never have anticipated the scale and scope of the crisis that was to come. During 2020, the outbreak of COVID-19 and the steps taken to control the spread of the virus threatened both lives and livelihoods (Brammer et al., 2020). Medical professionals (Yarrow & Pagan, 2021) and people in already low-paid, and often precarious, service jobs (delivery drivers, cleaners, bus drivers) stayed at work, while other people worked from home (Branicki, 2020). For some, the combination of working from home and school closures resulted in the blurring of work-life boundaries (Adisa et al., 2022), leading to the need to combine work and caring responsibilities in spaces that were sometimes too small, lonely, unhealthy, or unsafe. We, like many other academics (Plotnikof et al., 2020), also felt the effects of the pandemic. Two of us juggled caring for children with transitioning to online teaching, two of us moved jobs, and one of us moved countries, at a time when (predominantly female) airline crews wore hazmat suits. From the outset, COVID-19 disproportionately affected those who were already experiencing economic and political inequalities (Ozkazanc-Pan & Pullen, 2020), with a United Nations (2020) report predicting that COVID-19 would reduce women's economic opportunities and set-back gender equity for years to come. Studies published in Gender, Work and Organization suggest that COVID-19 has increased the gender gap in work hours by 20%-50% in the United States (Collins et al., 2021); increased the time poverty of Bangladeshi women (Sarker, 2021); increased women's exposure to intimate partner violence in South Africa (Parry & Gordon, 2021); and decreased women's well-being in Germany (Zoch et al., 2021). Not all scholars paint such a bleak picture of women's experiences of the pandemic (Cano, 2022), nevertheless for many women COVID-19 has intensified tensions between women's paid and unpaid labor (i.e., social provisioning and caring responsibilities; Ozkazanc-Pan & Pullen, 2021).How organizations responded to COVID-19 was also revealing (Branicki et al., 2022), as the crisis highlighted the ways in which pre-existing socio-economic inequalities, individualist ideologies, and masculinist logics permeate the neo-liberal workplace (Wickström et al., 2021). Prior to COVID-19, turbulence in contemporary organizational environments (King et al., 2016) and endemic job stressors (Kossek & Perrigino, 2016) had already contributed to a significant rise in scholarly, policy, and practice interest in workplace resilience. Despite significant debate about how to define and measure resilience (Cooper et al., 2013), common conceptualizations focus on the characteristics associated with "organizational and employee strength, perseverance, and recovery when encountering adversity" (Linnenluecke, 2017, p. 4).In management and organization studies, resilience therefore tends to focus on the ability of individuals and organiza-

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“…At a time when there are calls for feminism to be more intersectional, gender-in-leadership also must become more intersectional. There is much space for gender-in-leadership scholarship to develop situated analyses that embed specific social, historical and contextual nuances to understand leadership journeys (Jogulu and Franken, 2022).…”

Section: Introductionmentioning

confidence: 99%

Feminist futures in gender-in-leadership research: self-reflexive approximations to intersectional situatedness

Rodríguez

Guenther²,

Faiz³

2022

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Purpose This paper introduces intersectional situatedness to develop inclusive analyses of leadership. Intersectional situatedness recognises the contextual and situated nature of experiences and their interaction with socially constructed categories of difference. Design/methodology/approach The paper draws on memory work by three feminist academics who situate their understandings and experiences of leadership as part of socio-historical contexts. Findings Understandings and experiences of leadership are multifaceted and benefit from being examined in their intersectional situatedness. This way, the simultaneity of visible and invisible disadvantage and privilege, which accumulate, shift and get reconfigured across the life course and are based on particular intersectional identity invocations, can be integrated into narratives about leadership. Research limitations/implications Interrogating gender-in-leadership adopting an intersectional situatedness helps to advance the field by embedding the recognition, problematisation and theorisation of situated difference as critical to understand leadership, its meaning and its practice in management and organisations. Practical implications In embedding intersectional situatedness in the analysis of leadership, more inclusive understandings of leadership are qualified that recognise differences positively and support changing the narratives around the meaning of “leader” and “good leadership”. Social implications Intersectional situatedness helps to identify tangible ways to see how inequalities impact women’s career progression to leadership and enable more nuanced conversations about privilege and disadvantage to advance feminist social justice agendas. Originality/value The paper reveals the narrow and restricted understandings of leadership and how this influences who is regarded as a legitimate leader. In addition, it adopts a methodology that is not commonly used in gender-in-leadership research.

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The career resilience of senior women managers: A cross‐cultural perspective

Cited by 12 publications

References 123 publications

The subjective career success of women: The role of personal resources

The subjective career success of women: The role of personal resources

Gender and resilience at work: A critical introduction

Feminist futures in gender-in-leadership research: self-reflexive approximations to intersectional situatedness

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