This doctoral research explores women’s advancement to leadership roles in the engineering industry. It also examines the leadership perceptions that shape readiness and opportunity.
A qualitative exploratory case study design and two research questions were used to guide the research. The questions focused on what female and male leaders perceive as obstacles to women’s advancement to STEM leadership roles.
The study draws on Bandura’s self-efficacy theory (1997) and implicit leadership theory (Lord & Maher, 1984). These conceptual theories framed how beliefs about capability and leadership prototypes influences perceptions of leadership readiness.
Interviews with 30 leaders and former leaders (15 women, 15 men) surfaced six themes:
- including barriers and experiences with men in leadership
- leadership competencies
- early interests and encouragement
- support opportunities and hindrances
- women’s leadership development
- personal factors tied to success.
Findings indicate that women face obstacles tied to stereotypes and biases, underestimation of abilities, and unequal access to mentoring and networking opportunities. Women also reported gaps in mentors, networks outside the work environment, and professional development training, compared with male counterparts.
Use page below when you want the research foundation behind ADIRA’s leadership frameworks and executive development approach.
You’ll find the dissertation overview, research insights, and the full citation and download link. Start with the overview, scan the key insights, then download the full dissertation if you want the complete study.
Sources
Bandura, A. (1997). Self-efficacy: The exercise of control. Henry Holt & Co.
Lord, R. G., Foti, R. J., & De Vader, C. L. (1984). A test of leadership categorization theory: Internal structure, information processing, and leadership perceptions. Organizational Behavior and Human Performance, 34(3), 343–378.
https://doi.org/10.1016/0030-5073(84)90043-6
