Exploring the nexus between microlevel and contextual influencers on women leaders’ paradox mindset
Bibliographic Data
| ID | 12920920 |
|---|---|
| Authors | Lydia Amaro (University of Pretoria), Caren Brenda Scheepers (0000-0002-4093-9763, University of Pretoria, corresponding author) |
| Year | 2022 |
| Volume | 38 |
| Issue | 1 |
| Pages | 36-56 |
| Publication date | 2022-09-10 |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Gender in Management An International Journal (JOURNAL) |
| Journal identifiers | ISSN: 1754-2413 • E-ISSN: 1754-2421 |
| Publisher | Emerald Publishing Limited (PUBLISHER • GB) |
| DOI | 10.1108/gm-11-2021-0335 |
| OpenAlex | W4296268303 |
| Language | EN |
| Citations received | 4 |
| References cited | 45 |
Purpose Women leaders struggle with the persistent paradoxical expectations. Literature suggests that a paradox mindset helps to leverage these tensions. This study aims to understand the nexus between the microfoundations of individual women leaders’ experiences, their responses and the organisational context, which enables or hinders their paradox mindset. Design/methodology/approach This study adopted a qualitative approach by conducting semistructured interviews with 14 women, all senior leaders in corporate South Africa. Findings The results reveal the interaction in the nexus between, firstly, women leaders’ authenticity and awareness as key anchors that enable them to adopt a paradox mindset and, secondly, the organisation’s role in creating hindrances or opportunities to leverage tensions. Women leaders in our sample applied one of two strategies: they either adapted to the environment or curated a subenvironment. This study shows that, if done authentically, through her own agency, a woman can influence interactions that make it easier to manage tensions within her environment, especially those created by negative performance evaluation because of unconscious institutional gender bias. Research limitations/implications The extent to which the findings of this research can be generalised is constrained by the selected research context. Originality/value This research contributes to the literature on paradox theory by revealing organisational contextual influencers, such as institutional bias in negative performance evaluation, which hinders a woman leader’s opportunity to be hired or promoted. These organisational influences also interact with women leaders’ ability to embrace paradox and internally leverage agentic and communal tensions
Business · Context (archaeology · Economics · Epistemology · Influencer marketing · Leverage (statistics · Microfoundations · Mindset · Nexus (standard · Originality · Political science · Public relations · Qualitative research · Relationship marketing · Social science · Sociology · Engineering · Gender Diversity and Inequality · Job Satisfaction and Organizational Behavior · Management and Organizational Studies · Psychology · Social Psychology · Marketing
Toward a Theory of Paradox
Microfoundations of Organizational Paradox
Gender and leadership emergence
Dynamic Decision Making
A Goal Congruity Model of Role Entry, Engagement, and Exit
Role congruity theory of prejudice toward female leaders.
Leadership selection
Achieving leadership and success
Women’s ways of leading
Teaching leadership the “Day After”, with care
Feminine? Masculine? Androgynous leadership as a necessity in Covid-19
Are Women in Management Victims of the Phantom of the Male Norm
Leaders as Males
Dancing on the Razor’s Edge
Middle ground approach to paradox
Qualitative Research Designs
| Citations per year | 4 |
|---|---|
| Citation span | 2025 - 2026 (2) |
| Highly cited | No |