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Women CEOs in New Zealand: where are you?

Women CEOs in New Zealand: where are you? As in many other countries, women are poorly represented at the highest levels of New Zealand organisations. This article discusses salient factors that emerged from a study of the decision-making processes practised in the selection of chief executive officers (CEOs) in eight companies. The overall findings demonstrated informality, a lack of objective selection practices, and a reliance on networks for executive search. Specific additional factors impacting on women's lack of advancement included: stereotyped views of CEOs based on masculine senior management cultures, homosocial reproduction and assessment based on traditional career models. Implied strategies for change include spotlighting any institutional sexism in selection by reviewing assessment practices. The article concludes by suggesting that working for "small wins" is likely to afford greater gains for women than attempting large-scale change. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Women In Management Review Emerald Publishing

Women CEOs in New Zealand: where are you?

Rebecca Fawcett; Judith K. Pringle
Women In Management Review , Volume 15 (5/6): 8 – Aug 1, 2000
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Publisher
Emerald Publishing
Copyright
Copyright © 2000 MCB UP Ltd. All rights reserved.
ISSN
0964-9425
DOI
10.1108/09649420010343122
Publisher site
See Article on Publisher Site

Abstract

As in many other countries, women are poorly represented at the highest levels of New Zealand organisations. This article discusses salient factors that emerged from a study of the decision-making processes practised in the selection of chief executive officers (CEOs) in eight companies. The overall findings demonstrated informality, a lack of objective selection practices, and a reliance on networks for executive search. Specific additional factors impacting on women's lack of advancement included: stereotyped views of CEOs based on masculine senior management cultures, homosocial reproduction and assessment based on traditional career models. Implied strategies for change include spotlighting any institutional sexism in selection by reviewing assessment practices. The article concludes by suggesting that working for "small wins" is likely to afford greater gains for women than attempting large-scale change.

Journal

Women In Management Review – Emerald Publishing

Published: Aug 1, 2000

Keywords: Chief executives; Women; Selection; Top management

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