Using the kaleidoscope career model to analyze female CEOs’ experiences in sport organizations

Bibliographic Data

ID12920752
AuthorsSally Shaw (0000-0001-6466-4672, University of Otago, corresponding author), Sarah Leberman (0000-0002-2571-5673, Massey University)
Year2015
Volume30
Issue6
Pages500-515
Publication date2015-07-10
Peer ReviewedYes
Open AccessYes
TypeARTICLE
VenueGender in Management An International Journal (JOURNAL)
Journal identifiersISSN: 1754-2413 • E-ISSN: 1754-2421
PublisherEmerald Publishing Limited (PUBLISHER • GB)
DOI10.1108/gm-12-2014-0108
OpenAlexW1660980104
LanguageEN
Citations received5
References cited38

Purpose – The purpose of this research is to examine the experiences of female CEOs in New Zealand sport using a career account approach overlaid with the Kaleidoscope Career Model (KCM). This research focuses on their successful careers, rather than constraints and barriers, which is a feature of much previous research in the area. Design/methodology/approach – Semi-structured interviews and analysis were informed by the principles of the KCM of career authenticity, balance and challenge. Seven chief executive officers in New Zealand sport organizations were interviewed. Data analysis was undertaken through a three-step coding process. Findings – Respondents highlighted the importance of authenticity, balance and challenge in different ways. The KCM model is extended by identifying sub-themes within each principle. These were, under authenticity, passion and relationship-building; under balance, self-awareness and influencing the organization; and under challenge, taking opportunities and working in sport’s gendered environment. Findings indicate that a more nuanced development of KCM is required and that decision-makers in sport organizations need to be aware of the varied drivers of women’s positive experiences. Research limitations/implications – This research contributes to an understanding of successful women’s careers, rather than focusing on barriers to success. It also extends the KCM. Future research is necessary to examine the viability of our suggested extensions to the KCM. Practical implications – While not generalizable, this study’s findings suggest that sport organization decision-makers would be well advised to understand the unique ways in which authenticity, balance and challenge are understood by their female employees. This may encourage organizations to look more closely at their cultures to ensure that they are more welcoming and supportive to women in a male-dominated industry. Originality/value – This research contributes to an understanding of successful women’s careers, rather than focusing on barriers to success. It also extends the KCM. Future research is necessary to examine the viability of our suggested extensions to the KCM

Balance (ability · Kaleidoscope · Passion · Political science · Process (computing · Public relations · Computer Science · Psychology · Social Psychology · Sport and Mega-Event Impacts · Sport Psychology and Performance · Sports, Gender, and Society

Tools

Open DOISci-Hub