Organizational Barriers Against Women Advancement and The Process of Breaking Through: A Study of Women Leaders in Turkey

Organizational Barriers Against Women Advancement and The Process of Breaking Through: A Study of Women Leaders in Turkey

余旻順(Gunes Ummugulsum)

指導教授 ： 張媁雯

國立臺灣師範大學/國際與社會科學學院/國際人力資源發展研究所/碩士(2021年)

https://doi.org/10.6345/NTNU202101035

摘要

None

關鍵字

none

並列摘要

ABSTRACT
Gender has become a precedence in organizational diversity management lately since the number of women joining the labor force has progressively grown in the last few decades. Thus, there is a need to provide equal representation of women in management positions to create a fairer, more inclusive, and performance-based organizational environment. This study addresses the gender-based barriers that Turkish women faced in climbing corporate ladders and their strategies and mechanisms to overcome these barriers. The purpose of this study was to examine the Turkish women leaders’ perspectives and experiences throughout their career journey to investigate and identify the barriers that they face in being promoted to management positions. This study has further explored the process of becoming a leader in the light of the journey of Turkish women at the top. A qualitative research approach was selected to conduct this study, and the data was collected through semi-structured interviews and document review. The participants were 19 Turkish women managers from various levels, including top management, senior management, and mid and entry-level. This research found there are several gender-based barriers that women leaders have been through in their career journey in the past and today. In addition, the research found out several mechanisms and factors that supported women in professional life with a comprehensive exploration of the micro factors, alongside the meso or macro factors, encompassing social structures and institutions. The research resulted that there are still several obstacles hold women employees back from promoting to management positions; however, it is also reported by the participants that there is a positive change within organizations and society.

並列關鍵字

women leaders ； organizational barriers ； breaking gender-based barriers ； equal representation

參考文獻

REFERENCES

Agars, M., & Kottke, J. 2004. Models and practice of diversity management: A historical review and presentation of a new integration theory. In M. Stockdale and F. Crosby (Eds.), The Psychology and Management of Workplace Diversity (pp. 55-77). Oxford: Blackwell.

Appelbaum, E., & Milkman, R., (2009). The fight for paid family leave and the future of the labor movement. New Labor Forum,18(3), 7-12.

Balkundi, P., & Kilduff, M. (2005). The ties that lead: A social network approach to leadership. Leadership Quarterly, 17(4), 419-439. doi:16. 941-961. 10.1016/j.leaqua.2005.09.004.

Bandura, A., & Locke, E. (2003). Negative self-efficacy and goal effects revisited. Journal of Applied Psychology, 88(1), 87-99. doi: 10.1037/0021-9010.88.1.87