From female leadership advantage to female leadership deficit: A developing country perspective

Abstract

Purpose

This paper takes an institutional approach to identify cognitive, normative, and regulatory factors affecting women’s business leadership in an under-studied traditional society. The purpose of this paper is to assess how such forces work to create a case of female leadership deficit (FLD) in Lebanon.

Design/methodology/approach

The authors analyze interview data to identify themes linking women’s leadership with societal institutional forces. The qualitative analysis provides an understanding at the societal level of analysis which is only partially tempered through organizational structures.

Findings

Misalignments among cognitive, normative, and regulative pillars inhibit real change. Organizational structures are not highly salient as the most important factors affecting women’s leadership. Rather, patriarchal structures, explicit favoring of males over females, and assignment of women to nurturing roles within the private sphere of the family are the major limiting factors impeding women’s ascension to leadership.

Research limitations/implications

A promise of the institutional approach is enhancing the capacity to make meaningful comparisons between societies. This opens the door to uncovering whether documentable changes in regulations, cognitions, values, and norms regarding women in business leadership, will lead to observable changes in the size of FLD.

Originality/value

This study presents a case of institutional pluralism where a positive force in one direction (regulatory) is sometimes opposed by other forces (cognitive and normative) limiting meaningful change. This study helps to explain why societies differ in the size of the FLD and to identify factors that predict within societal changes in the size of this deficit over time.

Citation

Sidani, Y.M., Konrad, A. and Karam, C.M. (2015), "From female leadership advantage to female leadership deficit: A developing country perspective", Career Development International, Vol. 20 No. 3, pp. 273-292. https://doi.org/10.1108/CDI-01-2014-0009