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Following the renewed interest to harness the full potential of African female employees in the workplace, this paper aims to explore how patriarchal behaviors relate to career adaptability, subjective career success and job satisfaction among women in Nigerian organizations.

A structured questionnaire was used in collecting quantitative data from 508 middle-level managers in Nigerian organizations. The hypotheses were tested with structural equation modeling.

Patriarchal-induced gendered work practices were found to have a significant negative influence on career adaptability among Nigerian career women. Contrary to expectations, patriarchal discrimination was found to have an insignificant negative influence on job satisfaction and subjective career success, suggesting that Nigerian career women still experience significant subjective career success and job satisfaction amid patriarchal practices in the workplace.

For female employees to possess significant career adaptability resources that will enable them to reconstruct their careers to match redesigned job functions in times of innovation in the workplace, organizations should reinvent their human resources (HR) policies that address patriarchal-induced gendered work practices in the workplace.

This current study extends research on how patriarchy affects female employees in African organizations from the traditional research focus of patriarchy and work-life balance relationships to the under-explored area of career experience among women. To the best of the authors’ knowledge, this is the first quantitative research that explores how patriarchy influences career adaptability resources, subjective career success and job satisfaction among Nigerian female employees.

This paper aims to explore how women’s compassionate leadership behaviors relate to physical isolation, trust building and turnover intention in virtual work environments in Nigeria.

The authors collected quantitative data through two-wave surveys from 428 respondents in virtual work environments across public and private organizations in Nigeria. The proposed hypotheses were tested using partial least squares structural equation modeling.

The outcomes from the test of hypotheses suggest that women’s compassionate managerial leadership behaviors negatively relate to physical isolation among virtual workers. Conversely, a positive link was found between women’s compassionate managerial leadership behaviors and trust building. Further, an inverse association was found between women’s compassionate managerial leadership behaviors and turnover intention among virtual workers.

Based on the findings, organizations may consider deploying more women managers to virtual work schedules to address trust, isolation and turnover intention challenges. Also, HR practitioners may consider training male managers in virtual work on how to restructure their relationships with subordinates to reflect compassionate attributes so that subordinates can feel safe sharing their worries with them for timely support. Policy-wise, relevant government agencies that are saddled with the responsibility of emancipating women from career-inhibiting patriarchal practices in Africa (i.e. confining women to the house) should encourage women to embrace the homeworking model, which holds great career potential for women.

As a response to the current calls for research on the suitable leadership style for virtual work environments, this study empirically demonstrates that women’s innate compassionate leadership behaviors significantly address physical isolation, trust and turnover intention challenges in virtual work settings. To the authors’ knowledge, this is the first study that explores the link between these variables. As such, this study substantially enriches the literature on gender in management.

The purpose of this research is to investigate how bridging and bonding social capital relate to career success among career women in a patriarchal African society. Further, the intervening role of self-esteem in the association between social capital and career success was examined.

Structured questionnaire was used to collect data from 488 Nigerian career women in management cadres in both private and public sectors. Partial least squares structural equation modeling was applied in testing the proposed hypotheses.

The outcomes show that bridging social capital has a significant positive relationship with subjective and objective career success. Conversely, bonding social capital has no significant positive relationship with subjective and objective career success. Further analyses show that self-esteem only partially mediates the association between bridging social capital and career success while an insignificant intervening effect of self-esteem on the association between bonding social capital and career success was found.

The findings suggest the need for organisations to stimulate a friendly work environment that has a zero-tolerance culture for workplace discrimination against women. This will enable the women to relate with people in the workplace irrespective of gender or cadre to generate more bridging social capital to achieve greater career success.

The study extends social capital and career success research to career women in a patriarchal African context as a response to the call for context-specific career research in non-western countries particularly Africa. Second, the study provides empirical evidence that African career woman with bridging social capital can achieve career success irrespective of their self-esteem level amid patriarchal discrimination.