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Türk Kadın Yöneticilerin Cam Tavan Aşma Stratejileri

Year 2024, Volume: 32 Issue: 60, 291 - 315, 28.04.2024

Yeşim Kaya Gülay Tamer

https://doi.org/10.17233/sosyoekonomi.2024.02.14

Abstract

İş dünyasında kadın çalışanların sayısı her geçen gün artmasına rağmen, yönetici pozisyonlarında bazı dezavantajlara sahiptirler. Kurumlardaki liderlik pozisyonlarında önemli ölçüde temsil edilmemektedirler. Nitelikli kadınların üst düzey yöneticilik pozisyonlarına ilerlemesini engelleyen, çok ince ve şeffaf ama gerçek olan engel, literatürde cam tavan olarak kavramsallaştırılmıştır. Bu çalışmanın amacı, toplumdaki cinsiyet ayrımcılığı ve cinsiyetçi önyargılar, örgüt kültürü, kadınlara özgü bazı davranışsal hatalar, kişisel tavizler ve kariyer için teşvik ediciler gibi cam tavan oluşturan unsurlar çerçevesinde Türk kadın yöneticilerin cam tavanı kırma stratejilerini nitel araştırma yöntemiyle belirlemek ve kavramsallaştırmaktır. MAXQDA yazılım programı kullanılarak, üst düzey kadın yöneticilerle yapılan görüşmelerin içerik analizi gerçekleştirilmiştir. Analiz sonucunda Türk kadın yöneticilerin iş-yaşam ve aile dengesi, iş hayatı ve kariyer yolu olarak kavramsallaştırılabilecek üç alanda farklı stratejiler uyguladıkları tespit edilmiştir. Bunlar, her yönetim düzeyindeki kadınlar için kariyer yollarını ilerletmekte kullanabilecekleri ilham verici stratejilerdir. Aynı zamanda, bu stratejiler arasında yer alıp kuruluşun destekleyebileceği stratejiler insan kaynakları yönetimi uygulayıcılarına, yönetici ve liderlere, örgüt yapısı ve kültür tasarımcılarına da yol gösterici olabilecektir.

Keywords

Cam Tavan Cam Tavan Aşma Kadın Yönetici

Project Number

DUP-170220

References

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  • Akkaya, B. & S. Üstgörül (2020), “Leadership styles and female managers in perspective of agile leadership”, in: Agile Business Leadership Methods for Industry 4.0 (121-137), Emerald Publishing Limited, Leeds.
  • Akpınar-Sposito, C. (2013), “The Glass Ceiling: Structural, Cultural and Organizational Career Barriers for French and Turkish Women Executives”, Procedia-Social and Behavioral Sciences, (75), 488-497.
  • Al-Manasra, E.A. (2013), “What are the ‘Glass Ceiling’ barriers effects on women career progress in Jordan?”, International Journal of Business and Management, 8(6), 40-46.
  • Anafarta, N. et al. (2008), “Konaklama İşletmelerinde Kadın Yöneticilerin Cam Tavan Algısı: Antalya İlinde Bir Araştırma”, Akdeniz İİBF Dergisi, (15), 111-137.
  • Ansari, S. (2016), “Respectable femininity: a significant panel of glass ceiling for career women”, Gender in Management: An International Journal, 31(8), 528-541.
  • Arfken, D.E. et al. (2004), “The ultimate glass ceiling revisited: The presence of women on corporate boards”, Journal of Business Ethics, 50(2), 177-186.
  • Bajdo, L.M. & M.W. Dickson (2001), “Perceptions of Organizational Culture and Women's Advancement in Organizations: A Cross-Cultural Examination”, Sex Roles, 45(5-6), 399-414.
  • Barragan, S. et al. (2011), “The Mexican Glass Ceiling and The Construction of Equal Opportunities: Narratives of Women Managers”, Journal Workplace Rights, 15(3-4), 255-277.
  • Basow, S.A. (2013), “Women in Management: Does Manager Equal Male?”, in: A.P. Michele (ed.), Women and Management: Global Issues and Promising Solutions Vol. 1 (3-17), ABC- CLIO.
  • Baumgartner, M.S. & D.E. Schneider (2010), “Perceptions of women in management: A thematic analysis of razing the glass ceiling”, Journal of Career Development, 37(2), 559-576.
  • Bektur, Ç. & S.B. Arzova (2022), “The effect of women managers in the board of directors of companies on the integrated reporting: example of Istanbul Stock Exchange (ISE) Sustainability Index”, Journal of Sustainable Finance & Investment, 12(2), 638-654.
  • Berry, P. (2010), “Women in The World of Corporate Business: Looking At The Glass Ceiling”, Contemporary Issues In Education Research, 3(2), 1-10.
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  • Butler, K.M. (2006), “Today’s working women seek mentors, motherhood transition”, Employee Benefit News, 20, 17-19.
  • Carnevale, P. & S.C. Stone (1994), “Diversity beyond the golden rule”, Training and Development, 48(10), 22-39.
  • Chen, L.Y.I. (2005), A study of the glass ceiling and strategies for women's career advancement, Lynn University.
  • Choi, S. & C. Park (2014), “Glass Ceiling in Korean Civil Service: Analyzing Barriers to Women’s Career Advancement in the Korean Government”, Public Personnel Management, 43(1), 118-139.
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  • Gilderhus, M.T. (1987), “Many Mexicos: Tradition and Innovation in the Recent Historiography”, Latin American Research Review, 22(1), 204-213.
  • Glass, C. & A. Cook (2016), “Leading at the top: Understanding women’s challenges above the glass ceiling”, The Leadership Quarterly, 27(1), 51-63.
  • Goleman, D. (2004), “What makes a leader”, Harvard Business Review, (82), 82-91.
  • Goleman, D. (2012), Emotional intelligence: Why it can matter more than IQ, Bantam.
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  • Gorman, E.H. (2006), “Work Uncertainty and the Promotion of Professional Women: The Case of Law Firm Partnership”, Social Forces, 85(2), 865-890.
  • Graafland, J. (2020), “Women in management and sustainable development of SMEs: Do relational environmental management instruments matter?”, Corporate Social Responsibility and Environmental Management, 27(5), 2320-2328.
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  • Grant, J. (1988), “Women as Managers: What They Can Offer to Organizations”, Organizational Dynamics, 16(3), 56-63.
  • Hatmaker, D.M. (2013), “Engineering identity: Gender and professional identity negotiation among women engineers”, Gender, Work & Organization, 20(4), 382-396.
  • Henry, C. & F. Fraga (2019), “Gender equality and old-age income security: The case of Mexico”, Research Department Working, 53, 8-32.
  • Higgins, C.A. et al. (2004), “Work-family conflict in the dual-career family”, Organizational Behavior and Human Decision Processes, 51(1), 51-75.
  • Hu, T. & Y. Mybong-Su (2008), “Is the Glass Ceiling Cracking? A Simple Test”, Iza Discussion Papers, Paper No: 3518.
  • Ismail, M. & M. Ibrahim (2008), “Barriers to career progression faced by women: Evidence from a Malaysian multinational oil company”, Gender in Management: An International Journal, 23(1), 51-66.
  • İşeri, E.T. & T. Çalık (2019), “Kadın Okul Yöneticilerinin Karşılaştıkları Kurumsal Kariyer Engelleri ve Bunları Aşmaya Yönelik Çözüm Yolları”, İnsan ve Toplum Bilimleri Araştırmaları Dergisi, 8(3), 1470-1503.
  • Jauhar, J. & V. Lau (2018), “The ‘Glass Ceiling’ and Women’s Career Advancement to Top Management: The Moderating Effect of Social Support”, Global Business and Management Research: An International Journal, 10(1), 163-178.
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  • Keenawinna, K.A.S.T. & T.L. Sajeevanie (2015), “Impact of Glass Ceiling on Career Development of Women A Study of Women Branch Managers in State Owned Commercial Banks in Sri Lanka”, 2nd International Human Resource Management Conference.
  • Kılıç, T. (2017), “Relationship between glass ceiling syndrome and self-efficacy; in health sector”, European Journal of Multidisciplinary Studies, 2(3), 84-87.
  • Koenig, A.M. et al. (2011), “Are leader stereotypes masculine? A meta-analysis of three research paradigms”, Psychological Bulletin, 137(4), 616-642.
  • Lindsay, C.P. & J.M. Pasquali (1993), “The wounded feminine: from organizational abuse to personal healing”, Business Horizons, 36(2), 35-42.
  • Makochekanwa, A. & M.A. Nchake (2019), “Do Female Managers Affect Productivity? Evidence from Zimbabwean Manufacturing Firms”, African Development Review, 31(3), 364-379.
  • Mani, B.G. (1997), “Gender and the federal senior executive service: Where is the glass ceiling?”, Public Personnel Management, 26(4), 545-558.
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The Strategies of Turkish Female Managers to Break Glass Ceiling

Year 2024, Volume: 32 Issue: 60, 291 - 315, 28.04.2024

Yeşim Kaya Gülay Tamer

https://doi.org/10.17233/sosyoekonomi.2024.02.14

Abstract

The number of female employees in the business world is increasing daily; however, managerial positions have disadvantages. They are not significantly represented in corporate leadership positions. The fragile and transparent but real barrier that prevents qualified women from advancing to senior management positions has been conceptualised as the glass ceiling in the literature. This study aims to identify and conceptualise Turkish female managers' strategies to break the glass ceiling through the qualitative research method within the framework of elements that create a glass ceiling, such as gender discrimination and gender prejudices in society, organisational culture, some female-specific behavioural faults, personal compromises and encouragers for a career. Content analysis of the interviews conducted with senior female managers was carried out using the MAXQDA software program. As a result of the study, it has been determined that Turkish female managers apply different strategies in three areas: work-life and family balance, professional life, and career path. These are inspiring strategies for women at all management levels, which they can use to advance their career paths. Among these strategies, the approach that the organisation can support will also be a guide for human resources management practitioners, managers and leaders, and organisational structure and culture designers.

Keywords

Glass Ceiling Breaking Glass Ceiling Female Manager

Supporting Institution

Role of the funding source: The financial support for the conduct of the research has been provided by Scientific Research Projects Application and Research Center in Istanbul Gelisim University

Project Number

DUP-170220

References

  • Adler, N.J. (1993), “An international perspective on the barriers to the advancement of women managers”, Applied Psychology, 42(4), 289-300.
  • Afza, R. et al. (2008), “Factors Determining the Presence of Glass Ceiling and Influencing Women Career Advancement in Bangladesh”, BRAC University Journal, 5(1), 85-92.
  • Akkaya, B. & S. Üstgörül (2020), “Leadership styles and female managers in perspective of agile leadership”, in: Agile Business Leadership Methods for Industry 4.0 (121-137), Emerald Publishing Limited, Leeds.
  • Akpınar-Sposito, C. (2013), “The Glass Ceiling: Structural, Cultural and Organizational Career Barriers for French and Turkish Women Executives”, Procedia-Social and Behavioral Sciences, (75), 488-497.
  • Al-Manasra, E.A. (2013), “What are the ‘Glass Ceiling’ barriers effects on women career progress in Jordan?”, International Journal of Business and Management, 8(6), 40-46.
  • Anafarta, N. et al. (2008), “Konaklama İşletmelerinde Kadın Yöneticilerin Cam Tavan Algısı: Antalya İlinde Bir Araştırma”, Akdeniz İİBF Dergisi, (15), 111-137.
  • Ansari, S. (2016), “Respectable femininity: a significant panel of glass ceiling for career women”, Gender in Management: An International Journal, 31(8), 528-541.
  • Arfken, D.E. et al. (2004), “The ultimate glass ceiling revisited: The presence of women on corporate boards”, Journal of Business Ethics, 50(2), 177-186.
  • Bajdo, L.M. & M.W. Dickson (2001), “Perceptions of Organizational Culture and Women's Advancement in Organizations: A Cross-Cultural Examination”, Sex Roles, 45(5-6), 399-414.
  • Barragan, S. et al. (2011), “The Mexican Glass Ceiling and The Construction of Equal Opportunities: Narratives of Women Managers”, Journal Workplace Rights, 15(3-4), 255-277.
  • Basow, S.A. (2013), “Women in Management: Does Manager Equal Male?”, in: A.P. Michele (ed.), Women and Management: Global Issues and Promising Solutions Vol. 1 (3-17), ABC- CLIO.
  • Baumgartner, M.S. & D.E. Schneider (2010), “Perceptions of women in management: A thematic analysis of razing the glass ceiling”, Journal of Career Development, 37(2), 559-576.
  • Bektur, Ç. & S.B. Arzova (2022), “The effect of women managers in the board of directors of companies on the integrated reporting: example of Istanbul Stock Exchange (ISE) Sustainability Index”, Journal of Sustainable Finance & Investment, 12(2), 638-654.
  • Berry, P. (2010), “Women in The World of Corporate Business: Looking At The Glass Ceiling”, Contemporary Issues In Education Research, 3(2), 1-10.
  • Bishop, B.J. (2001), Gender Regime and Gender Orders: Women workers in the post-war model of capitalism in Japan. <http://www.shef.ac.uk/socst/Shop/bishop.pdf>, 06.01.2022.
  • Burkhardt, K. et al. (2020), “Agents of change: Women in top management and corporate environmental performance”, Corporate Social Responsibility and Environmental, 27(4), 1591-1604.
  • Butler, K.M. (2006), “Today’s working women seek mentors, motherhood transition”, Employee Benefit News, 20, 17-19.
  • Carnevale, P. & S.C. Stone (1994), “Diversity beyond the golden rule”, Training and Development, 48(10), 22-39.
  • Chen, L.Y.I. (2005), A study of the glass ceiling and strategies for women's career advancement, Lynn University.
  • Choi, S. & C. Park (2014), “Glass Ceiling in Korean Civil Service: Analyzing Barriers to Women’s Career Advancement in the Korean Government”, Public Personnel Management, 43(1), 118-139.
  • Colella, A. & E. King (eds.) (2018), The Oxford Handbook of Workplace Discrimination, Oxford University Press.
  • Cross, C. & M. Linehan (2006), “Barriers to advancing female careers in the high‐tech sector: empirical evidence from Ireland”, Women in Management Review, 21(1), 28-39.
  • Enid Kiaye, R. & A. Maniraj Singh (2013), “The glass ceiling: a perspective of women working in Durban”, Gender in Management: An International Journal, 28(1), 28-42.
  • Er, O. & O. Adıgüzel (2015), “Cam tavan gölgesindeki kraliçe arılar: Kadınların kariyer ilerlemelerinde karşılaştıkları engeller ve etkili liderlik”, Recep Tayyip Erdoğan Üniversitesi Sosyal Bilimler Dergisi, 1(2), 163-175.
  • Evetts, J. (2000), “Analyzing change in women's careers: Culture, structure and action dimensions”, Gender, Work & Organization, 7(1), 57-67.
  • Ezzedeen, S. & K. Ritchey (2009), “Career advancement and family balance strategies of executive women”, Gender in Management: An International Journal, 24(6), 388-411.
  • Finn, C.F. (2017), “Breaking the Glass Ceiling for Women in Academic Clinical Oncology in the UK: A Personal View”, Clinical Oncology, 29, 1-2.
  • Gilderhus, M.T. (1987), “Many Mexicos: Tradition and Innovation in the Recent Historiography”, Latin American Research Review, 22(1), 204-213.
  • Glass, C. & A. Cook (2016), “Leading at the top: Understanding women’s challenges above the glass ceiling”, The Leadership Quarterly, 27(1), 51-63.
  • Goleman, D. (2004), “What makes a leader”, Harvard Business Review, (82), 82-91.
  • Goleman, D. (2012), Emotional intelligence: Why it can matter more than IQ, Bantam.
  • Gordon, F.E. & D.T. Hall (1974), “Self-image and stereotypes of femininity: Their relationship to women's role conflicts and coping”, Journal of Applied Psychology, 59(2), 241-243.
  • Gorman, E.H. (2006), “Work Uncertainty and the Promotion of Professional Women: The Case of Law Firm Partnership”, Social Forces, 85(2), 865-890.
  • Graafland, J. (2020), “Women in management and sustainable development of SMEs: Do relational environmental management instruments matter?”, Corporate Social Responsibility and Environmental Management, 27(5), 2320-2328.
  • Grant Thornton International Ltd. (2021), Women in Business A Window of Opportunity, <https://www.grantthornton.com.tr/globalassets/_markets_/tur/media/pdf/grant-thornton-women-in-business-report-2021.pdf>, 08.03.2021.
  • Grant, J. (1988), “Women as Managers: What They Can Offer to Organizations”, Organizational Dynamics, 16(3), 56-63.
  • Hatmaker, D.M. (2013), “Engineering identity: Gender and professional identity negotiation among women engineers”, Gender, Work & Organization, 20(4), 382-396.
  • Henry, C. & F. Fraga (2019), “Gender equality and old-age income security: The case of Mexico”, Research Department Working, 53, 8-32.
  • Higgins, C.A. et al. (2004), “Work-family conflict in the dual-career family”, Organizational Behavior and Human Decision Processes, 51(1), 51-75.
  • Hu, T. & Y. Mybong-Su (2008), “Is the Glass Ceiling Cracking? A Simple Test”, Iza Discussion Papers, Paper No: 3518.
  • Ismail, M. & M. Ibrahim (2008), “Barriers to career progression faced by women: Evidence from a Malaysian multinational oil company”, Gender in Management: An International Journal, 23(1), 51-66.
  • İşeri, E.T. & T. Çalık (2019), “Kadın Okul Yöneticilerinin Karşılaştıkları Kurumsal Kariyer Engelleri ve Bunları Aşmaya Yönelik Çözüm Yolları”, İnsan ve Toplum Bilimleri Araştırmaları Dergisi, 8(3), 1470-1503.
  • Jauhar, J. & V. Lau (2018), “The ‘Glass Ceiling’ and Women’s Career Advancement to Top Management: The Moderating Effect of Social Support”, Global Business and Management Research: An International Journal, 10(1), 163-178.
  • Johnson, S.K. et al. (2008), “The strong, sensitive type: Effects of gender stereotypes and leadership prototypes on the evaluation of male and female leaders”, Organizational Behavior and Human Decision Processes, 106(1), 39-60.
  • Jones, S.J. & E.M. Palmer (2011), “Glass ceilings and catfights: Career barriers for professional women in academia”, Advancing Women in Leadership Journal, 31, 189-198.
  • Kanter, R.M. (1989), “Work and family in the United States: A critical review and agenda for research and policy”, Family Business Review, 2(1), 77-114.
  • Karadag, N. (2018), “Determining the Difficulties Female Managers Experience in Higher Education and the Factors Supporting Them”, Educational Policy Analysis and Strategic Research, 13(3), 74-88.
  • Keenawinna, K.A.S.T. & T.L. Sajeevanie (2015), “Impact of Glass Ceiling on Career Development of Women A Study of Women Branch Managers in State Owned Commercial Banks in Sri Lanka”, 2nd International Human Resource Management Conference.
  • Kılıç, T. (2017), “Relationship between glass ceiling syndrome and self-efficacy; in health sector”, European Journal of Multidisciplinary Studies, 2(3), 84-87.
  • Koenig, A.M. et al. (2011), “Are leader stereotypes masculine? A meta-analysis of three research paradigms”, Psychological Bulletin, 137(4), 616-642.
  • Lindsay, C.P. & J.M. Pasquali (1993), “The wounded feminine: from organizational abuse to personal healing”, Business Horizons, 36(2), 35-42.
  • Makochekanwa, A. & M.A. Nchake (2019), “Do Female Managers Affect Productivity? Evidence from Zimbabwean Manufacturing Firms”, African Development Review, 31(3), 364-379.
  • Mani, B.G. (1997), “Gender and the federal senior executive service: Where is the glass ceiling?”, Public Personnel Management, 26(4), 545-558.
  • McCrady, B.S. (2012), “Overcoming the glass ceiling: Views from the cellar and the roof”, Behavior Therapy, 43, 718-720.
  • Metz, I. & P. Tharenou (2001), “Women’s career advancement: The relative contribution of human and social capital”, Group & Organization Management, 26(3), 312-342.
  • Meyerson, D.E. & J.K. Fletcher (2000), “A modest manifesto for shattering the glass ceiling”, Harvard Business Review, 78(1), 126-136.
  • Meyerson, D.E. & J.K. Fletcher (2000), “A modest manifesto for shattering the glass ceiling”, Harvard Business Review, 78(1), 126-136.
  • Morgan, L.A. (1998), “Glass-ceiling effect or cohort effect? A longitudinal study of the gender earnings gap for engineers, 1982 to 1989”, American Sociological Review, 63(4), 479-493.
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There are 77 citations in total.

Details

Primary Language English
Subjects Labor Economics
Journal Section Articles
Authors

Yeşim Kaya 0000-0003-2192-8492

Gülay Tamer 0000-0002-7897-1603

Project Number DUP-170220
Early Pub Date April 28, 2024
Publication Date April 28, 2024
Submission Date August 30, 2023
Published in Issue Year 2024 Volume: 32 Issue: 60

Cite

APA Kaya, Y., & Tamer, G. (2024). The Strategies of Turkish Female Managers to Break Glass Ceiling. Sosyoekonomi, 32(60), 291-315. https://doi.org/10.17233/sosyoekonomi.2024.02.14
AMA Kaya Y, Tamer G. The Strategies of Turkish Female Managers to Break Glass Ceiling. Sosyoekonomi. April 2024;32(60):291-315. doi:10.17233/sosyoekonomi.2024.02.14
Chicago Kaya, Yeşim, and Gülay Tamer. “The Strategies of Turkish Female Managers to Break Glass Ceiling”. Sosyoekonomi 32, no. 60 (April 2024): 291-315. https://doi.org/10.17233/sosyoekonomi.2024.02.14.
EndNote Kaya Y, Tamer G (April 1, 2024) The Strategies of Turkish Female Managers to Break Glass Ceiling. Sosyoekonomi 32 60 291–315.
IEEE Y. Kaya and G. Tamer, “The Strategies of Turkish Female Managers to Break Glass Ceiling”, Sosyoekonomi, vol. 32, no. 60, pp. 291–315, 2024, doi: 10.17233/sosyoekonomi.2024.02.14.
ISNAD Kaya, Yeşim - Tamer, Gülay. “The Strategies of Turkish Female Managers to Break Glass Ceiling”. Sosyoekonomi 32/60 (April 2024), 291-315. https://doi.org/10.17233/sosyoekonomi.2024.02.14.
JAMA Kaya Y, Tamer G. The Strategies of Turkish Female Managers to Break Glass Ceiling. Sosyoekonomi. 2024;32:291–315.
MLA Kaya, Yeşim and Gülay Tamer. “The Strategies of Turkish Female Managers to Break Glass Ceiling”. Sosyoekonomi, vol. 32, no. 60, 2024, pp. 291-15, doi:10.17233/sosyoekonomi.2024.02.14.
Vancouver Kaya Y, Tamer G. The Strategies of Turkish Female Managers to Break Glass Ceiling. Sosyoekonomi. 2024;32(60):291-315.
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