Critical Factors for Women’s Representation in Top Management Leadership Positions in Local Government
Frans Budiman Johannes(1*), Aloysius Liliweri(2), Frans Gana(3), Nursalam Nursalam(4)
(1) Universitas Nusa Cendana
(2) Universitas Nusa Cendana
(3) Universitas Nusa Cendana
(4) Universitas Nusa Cendana
(*) Corresponding Author
Abstract
This study explores the critical factors behind women’s representation in upper-echelon II managerial positions in local government organizations in Indonesia, which contemporary studies rarely studied. This research interviewed 12 informants at the East Nusa Tenggara (ENT) Provincial Government in Indonesia using a qualitative approach and purposive sampling techniques. This article found eight factors that are critical in influencing women's representation in echelon II positions in local government organizations from three primary dimensions. First, a network of political proxies and representation of ethnicity and electoral areas are factors from the socio-political dimension. Second, the three factors related to the intra-organizational dimension are patriarchal culture, gender stereotypes, and masculine leadership. Lastly, academic respect, self-confidence, and domestic responsibility are three factors from the individual dimension. The practical implication of this study is that for women to be elected to echelon II positions, they need to expand their network or political connections with political party leaders affiliated with elected political officials or the family actors of elected political officials. Additionally, women must adopt masculine leadership models to be accepted by their male colleagues and adapt to a patriarchal organizational environment. Finally, women need to increase their confidence in a leadership capacity.
Keywords
Full Text:
PDFReferences
Arvate, P. R., Galilea, G. W., & Todescat, I. (2018). The queen bee: A myth? The effect of top-level female leadership on subordinate females. Leadership Quarterly, 29(5), 533-548. https://doi.org/10.1016/j.leaqua.2018.03.002
Berkery, E., Morley, M., & Tiernan, S. (2013). Beyond gender role stereotypes and requisite managerial characteristics. Gender in Management: An International Journal, 28(5), 278-298. https://doi.org/10.1108/gm-12-2012-0098
Bosquet, C., Combes, P.-P., & Garcia-Peñalosa, C. (2021). Gender and Competition: Evidence from Academic Promotions in France. SSRN Electronic Journal. https://doi.org/10.2139/ssrn.2371242
Burkinshaw, P., & White, K. (2017). Fixing the women or fixing universities: Women in HE leadership. Administrative Sciences, 7(3), 30. https://doi.org/10.3390/admsci7030030
Burkinshaw, P., & White, K. (2019). Networking and gender equality in academic leadership. In Antoniou, A. S., Cooper, C., and Gatrell, C. (Ed.). Women, Business and Leadership: Gender and Organisations. Cheltenham: Edward Elgar Publishing. https://doi.org/10.4337/9781786432711.00017
Chigudu, D. (2021). Breaking The Glass Ceiling For Sustainable Development: Women Leadership In Zimbabwe. Academy of Strategic Management Journal, 20(2), 1-15.
Creswell, J. W. (2018). Research Design Qualitative, Quantitative and Mixed methods Approaches. London: SAGE Publications. https://doi.org/10.1017/CBO9781107415324.004
Croucher, G., & Lacy, W. B. (2020). Perspectives of Australian higher education leadership: convergent or divergent views and implications for the future? Journal of Higher Education Policy and Management, 42(4), 516-529. https://doi.org/10.1080/1360080X.2020.1783594
Dang, R., Nguyen, D. K., & Vo, L. C. (2014). Does the glass ceiling exist? A longitudinal study of women’s progress on French corporate boards. Journal of Applied Business Research, 30(3), 909-916. https://doi.org/10.19030/jabr.v30i3.8576
Deakin, H., & Wakefield, K. (2014). Skype interviewing: reflections of two PhD researchers. Qualitative Research, 14(5), 603-616. https://doi.org/10.1177/1468794113488126
Dhillon, A., & Meier, K. J. (2022). Representative bureaucracy in challenging environments: Gender representation, education, and India. International Public Management Journal, 25(1), 43-64. https://doi.org/10.1080/10967494.2020.1802633
Dodds, S., & Hess, A. C. (2021). Adapting research methodology during COVID-19: lessons for transformative service research. Journal of Service Management, 32(2), 203-217. https://doi.org/10.1108/JOSM-05-2020-0153
Doherty, L., & Manfredi, S. (2010). Improving women’s representation in senior positions in universities. Employee Relations, 32(2), 138-155. https://doi.org/10.1108/01425451011010096
Downes, M., Hemmasi, M., & Eshghi, G. (2014). When A Perceived Glass Ceiling Impacts Organizational Commitment And Turnover Intent: The Mediating Role Of Distributive Justice. Journal of Diversity Management (JDM), 9(2), 131-146. https://doi.org/10.19030/jdm.v9i2.8971
Eagly, A. H., & Carli, L. L. (2003). The female leadership advantage: An evaluation of the evidence. Leadership Quarterly, 14(6), 807–834. https://doi.org/10.1016/j.leaqua.2003.09.004
Eagly, A. H., & Carli, L. L. (2007). Women and the labyrinth of leadership. Harvard Business Review 85(9), 62-71.
Evans, K. J., & Maley, J. F. (2021). Barriers to women in senior leadership: how unconscious bias is holding back Australia’s economy. Asia Pacific Journal of Human Resources, 59(2), 204–226. https://doi.org/10.1111/1744-7941.12262
Fitzgerald, T. (2018). Looking good and being good: Women leaders in Australian universities. Education Sciences, 8(2), 54. https://doi.org/10.3390/educsci8020054
Fitzgerald, T. (2020). Mapping the terrain of leadership: Gender and leadership in higher education. Irish Educational Studies, 39(2), 221-232. https://doi.org/10.1080/03323315.2020.1729222
Fowler, J. H., Heaney, M. T., Nickerson, D. W., Padgett, J. F., & Sinclair, B. (2011). Causality in political networks. American Politics Research, 39(2), 437–480. https://doi.org/10.1177/1532673X10396310
Fox, F. E., Morris, M., & Rumsey, N. (2007). Doing synchronous online focus groups with young people: Methodological reflections. Qualitative Health Research, 17(4), 539-547. https://doi.org/10.1177/1049732306298754
Frederickson, H. G., Smith, K., Larimer, C., & Licari, M. J. (2016). The Public Administration Theory Primer (Third Edition). London: Routledge. https://doi.org/10.4324/9780429494369
Gallant, A. (2014). Symbolic Interactions and the Development of Women Leaders in Higher Education. Gender, Work and Organization, 21(3), 203-216. https://doi.org/10.1111/gwao.12030
Groves, K. S. (2020). Testing a Moderated Mediation Model of Transformational Leadership, Values, and Organization Change. Journal of Leadership and Organizational Studies, 27(1), 35–48. https://doi.org/10.1177/1548051816662614
Hansen, S. B. (2009). Cracks in the Glass Ceiling? Sex Roles, 60(9–10), 748–750. https://doi.org/10.1007/s11199-008-9546-8
Harris, A. P., De Camilla de Magalhães Gomes, T., & Conceição, Í. A. (2020). Race and Essentialism in Feminist Legal Theory. Revista Brasileira de Politicas Publicas, 10(2). https://doi.org/10.5102/RBPP.V10I2.6932
Headley, A. M., Wright, J. E., & Meier, K. J. (2021). Bureaucracy, Democracy, and Race: The Limits of Symbolic Representation. Public Administration Review, 81(6), 1033-1043. https://doi.org/10.1111/puar.13358
Heilman, M. E., & Eagly, A. H. (2008). Gender Stereotypes Are Alive, Well, and Busy Producing Workplace Discrimination. Industrial and Organizational Psychology, 1(4), 393-398. https://doi.org/10.1111/j.1754-9434.2008.00072.x
Hentschel, T., Heilman, M. E., & Peus, C. V. (2019). The multiple dimensions of gender stereotypes: A current look at men’s and women’s characterizations of others and themselves. Frontiers in Psychology, 10(JAN), 11. https://doi.org/10.3389/fpsyg.2019.00011
Hurst, J., Leberman, S., & Edwards, M. (2018a). The career impacts of women managing women. Australian Journal of Management, 43(1), 132-151. https://doi.org/10.1177/0312896217701981
Hurst, J., Leberman, S., & Edwards, M. (2018b). Women managing women: An holistic relational approach to managing relationships at work. Journal of Management and Organization, 24(4), 500-516. https://doi.org/10.1017/jmo.2017.10
Janghorban, R., Roudsari, R. L., & Taghipour, A. (2014). Skype interviewing: The new generation of online synchronous interview in qualitative research. International Journal of Qualitative Studies on Health and Well-Being, 9(1), 24152. https://doi.org/10.3402/qhw.v9.24152
Koburtay, T., Syed, J., & Haloub, R. (2019). Congruity between the female gender role and the leader role: a literature review. European Business Review, 31(6), 831–848. https://doi.org/10.1108/EBR-05-2018-0095
Krissetyanti, E. P. L. (2018a). Gender bias on structural job promotion of civil servants in Indonesia (a case study on job promotion to upper echelons of civil service in the provincial government of the special region of Yogyakarta). In Adi, I. R, and Achwan, R. (Ed) Competition and Cooperation in Social and Political Sciences. London: Routledge. https://doi.org/10.1201/9781315213620-10
Krissetyanti, E. P. L. (2018b). Women’s Perceptions about Glass Ceiling in their Career Development in Local Bureaucracy in Indonesia. Bisnis & Birokrasi Journal, 25(1),16-22. https://doi.org/10.20476/jbb.v25i1.9643
Krissetyanti, E. P. L., Prasojo, E., & Kasim, A. (2017). Meritocracy And Gender Equity: Opportunity For Women Civil Service To Occupy The High Leader Position In Local Bureaucracy In Indonesia. Proceedings of the International Conference on Administrative Science, Policy and Governance Studies (ICAS-PGS 2017) and the International Conference on Business Administration and Policy (ICBAP 2017). https://doi.org/10.2991/icaspgs-icbap-17.2017.23
Kumra, S. (2010). Exploring career “choices” of work-centred women in a professional service firm. Gender in Management, 25(3), 227-243. https://doi.org/10.1108/17542411011036428
Lansford, M., Clements, V., Falzon, T., Aish, D., & Rogers, R. (2010). Essential Leadership Traits of Female Executives in the Non-Profit Sector. The Journal of Human Resource and Adult Learning, 6(1), 51-62.
Latkovikj, M. T., & Popovska, M. B. (2020). Online research about online research: advantages and disadvantages. E-Methodology, 6(6), 44-56. https://doi.org/10.15503/emet2019.44.56
Laud, R. L., Paterson, W., & Johnson, M. (2013). Journey to the top: Are there really gender differences in the selection and utilization of career tactics? Journal of Organizational Culture, Communications and Conflict, 17(1), 51-68.
Lee & Park, S. (2021). Civil servants’ perceptions of agency heads’ leadership styles: the role of gender in public sector organizations. Public Management Review, 23(8), 1160-1183. https://doi.org/10.1080/14719037.2020.1730941
Lee, J. (2019). The Oxford handbook of political networks. International Review of Public Administration, 24(3), 225–227. https://doi.org/10.1080/12294659.2019.1662655
Lindorff, M. (2009). We’re not all happy yet: Attitudes to work, leadership, and high performance work practices among managers in the public sector. Australian Journal of Public Administration, 68(4), 429-445. https://doi.org/10.1111/j.1467-8500.2009.00649.x
Marenga, R. (2021). The representation and tenure of female principals in public enterprises in emerging markets: A protracted dearth? Journal of Governance and Regulation, 10(1), 58-73. https://doi.org/10.22495/jgrv10i1art7
Matotoka, D., & Odeku, K. O. (2018). Transformative Interventions Fostering Mainstreaming of Black South African Women into Managerial Positions in the Private Sector. European Review of Applied Sociology, 11(16), 36-50. https://doi.org/10.1515/eras-2018-0004
Matsa, D. A., & Miller, A. R. (2011). Chipping away at the glass ceiling: Gender spillovers in corporate leadership. American Economic Review, 101(3), 635-639. https://doi.org/10.1257/aer.101.3.635
Mau, T. A. (2017). Leadership competencies for a global public service. International Review of Administrative Sciences, 83(1), 3–22. https://doi.org/10.1177/0020852315576706
McLaren, H., Star, C., & Widianingsih, I. (2019). Indonesian women in public service leadership: A rapid review. Social Sciences, 8(11), 308. https://doi.org/10.3390/socsci8110308
Meier, K. J. (2019). Theoretical Frontiers in Representative Bureaucracy: New Directions for Research. Perspectives on Public Management and Governance, 2(1), 39-56. https://doi.org/10.1093/ppmgov/gvy004
Nadia, F. N. D., Sukoco, B. M., Susanto, E., Sridadi, A. R., & Nasution, R. A. (2020). Discomfort and organizational change as a part of becoming a world-class university. International Journal of Educational Management, 34(8), 1265–1287. https://doi.org/10.1108/IJEM-09-2019-0348
Nielsen, L. B., & Wolf, P. J. (2001). Representative Bureaucracy and Harder Questions: A Response to Meier, Wrinkle, and Polinard. Journal of Politics, 63(2), 598-615. https://doi.org/10.1111/0022-3816.00081
Nixdorff, J. L., & Rosen, T. H. (2010). The glass ceiling women face: An examination and proposals for development of future women entrepreneurs. New England Journal of Entrepreneurship, 13(2), 71-87. https://doi.org/10.1108/NEJE-13-02-2010-B006
Orazi, D. C., Turrini, A., & Valotti, G. (2013). Public sector leadership: New perspectives for research and practice. International Review of Administrative Sciences, 79(3), 486–504. https://doi.org/10.1177/0020852313489945
Paoloni, P., & Demartini, P. (2016). Women in management: Perspectives on a decade of research (2005–2015). Palgrave Communications, 2(1), 1-7. https://doi.org/10.1057/palcomms.2016.94
Peterson, H. (2019). A women-only leadership development program: Facilitating access to authority for women in Swedish higher education? Social Sciences, 8(5), 137. https://doi.org/10.3390/socsci8050137
Powell, G. N., & Butterfield, D. A. (2015). The glass ceiling: what have we learned 20 years on? Journal of Organizational Effectiveness, 2(4), 306-326. https://doi.org/10.1108/JOEPP-09-2015-0032
Pradana, I. P. Y. B., Susanto, E., & Kumorotomo, W. (2022). Analyzing the critical factors for innovation sustainability in the public sector: evidence from Indonesia. International Journal of Public Sector Management, 35(7), 733–748. https://doi.org/10.1108/IJPSM-02-2022-0044
Rayatin, L. (2018). Model Kepemimpinan Servant Paling Dominan Berhubungan dengan Kinerja. Jurnal Keperawatan Indonesia, 21(3), 180–188. https://doi.org/10.7454/jki.v21i3.773
Sayrani, L. P. (2018). Bureaucratic representation in duality structure: Beyond positivism epistemology in understanding bureaucracy. Proceedings of the 2018 Annual Conference of Asian Association for Public Administration: "Reinventing Public Administration in a Globalized World: A Non-Western Perspective" (AAPA 2018). https://doi.org/10.2991/aapa-18.2018.55
Schillemans, T. (2013). Moving Beyond the Clash of Interests: On stewardship theory and the relationships between central government departments and public agencies. Public Management Review, 15(4), 541-562. https://doi.org/10.1080/14719037.2012.691008
Schwanke, D.-A. (2013). Barriers for women to positions of power: How societal and corporate structures, perceptions of leadership and discrimination restrict women’s advancement to authority. Earth Common Journal, 3(2), 15-28. https://doi.org/10.31542/j.ecj.125
Sethibe, T., & Steyn, R. (2015). the Relationship Between Leadership Styles, Innovation and Organisational Performance. South African Journal of Economic and Management Sciences, 18(3), 325–337.
Shaw, J. D., Zhu, J., Duffy, M. K., Scott, K. L., Shih, H. A., & Susanto, E. (2011). A Contingency Model of Conflict and Team Effectiveness. Journal of Applied Psychology, 96(2), 391–400. https://doi.org/10.1037/a0021340
Smith, P., Caputi, P., & Crittenden, N. (2012). How are women’s glass ceiling beliefs related to career success? Career Development International, 17(5), 458-474. https://doi.org/10.1108/13620431211269702
Srivastava, S., Madan, P., & Dhawan, V. K. (2020). Glass ceiling – An illusion or realism? Role of organizational identification and trust on the career satisfaction in Indian organizations. Journal of General Management, 45(4), 217-229. https://doi.org/10.1177/0306307020938976
Sturges, J. (2008). All in a day’s work? Career self-management and the management of the boundary between work and non-work. Human Resource Management Journal, 18(2), 118-134. https://doi.org/10.1111/j.1748-8583.2007.00054.x
Nguyen, N. T. H. & Tuan, L. T. (2020). Trust in Multi-Level Managers and Employee Extra-Role Behavior in the US Federal Government: The Role of Psychological Well-Being and Workload. Review of Public Personnel Administration, 42(2), 312-337. https://doi.org/10.1177/0734371X20979683
Ufua, D. E., Salau, O. P., Ikpefan, O., Dirisu, J. I., & Okoh, E. E. (2020). Addressing operational complexities through re-inventing leadership style: A systemic leadership intervention. Heliyon, 6(7), e04270. https://doi.org/10.1016/j.heliyon.2020.e04270
Wahiyudin, L. O. (2014). Politisasi Pejabat Struktural Eselon II di Lingkungan Sekretariat Daerah Kabupaten Muna Sulawesi Tenggara. Jurnal Kebijakan & Administrasi Publik, 18(1), 53-65.
World Bank. (2022). Indonesia overview. https://www.worldbank.org/en/country/indonesia/overview
Yadav, L. K., & Yadav, N. (2018). Gender Stereotyping of Leadership. Paradigm, 22(1), 30–45. https://doi.org/10.1177/0971890718758199
Yang, L. K., Connolly, L., & Connolly, J. M. (2022). Is There a Glass Cliff in Local Government Management? Examining the Hiring and Departure of Women. Public Administration Review, 82(3), 570-584. https://doi.org/10.1111/puar.13471
Yu, J., & Jennings, E. T. (2021). Politics, Competence, and Performance: Evidence from the US State Budget Agencies. Public Administration Review, 81(3), 500-518. https://doi.org/10.1111/puar.13277
Zubiri-Esnaola, H., Gutiérrez-Fernández, N., & Guo, M. (2021). “No More Insecurities”: New Alternative Masculinities’ Communicative Acts Generate Desire and Equality to Obliterate Offensive Sexual Statements. Frontiers in Psychology, 12, 674186 https://doi.org/10.3389/fpsyg.2021.674186
DOI: https://doi.org/10.22146/jkap.78090
Article Metrics
Abstract views : 3849 | views : 2294Refbacks
- There are currently no refbacks.
Copyright (c) 2022 JKAP (Jurnal Kebijakan dan Administrasi Publik)
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.