DissertationAliciaStraughter Jan 20 2015 (1)

EXPLORING SUCCESS FACTORS OF EXECUTIVE WOMEN MOVING

BEYOND THE CORPORATE GLASS CEILING: A QUALITATIVE

EXPLORATORY STUDY OF AMERICAN FEMALE EXECUTIVES

By

Alicia M. Straughter

APRIL BOYINGTON WALL, PhD, Faculty Mentor and Chair

STEPHANIE FRASER-BEEKMAN, PhD, Committee Member

KAREN MINCHELLA, PhD, Committee Member

Barbara Butts Williams, PhD, Dean, School of Business and Technology

A Dissertation Presented in Partial Fulfillment

Of the Requirements for the Degree

Doctor of Philosophy

Capella University

January, 2015

© Alicia M. Straughter, 2015

Abstract

Female executives face corporate barriers that only a few women have conquered,

including the metaphorical barrier known as the glass ceiling and other roadblocks that

prevent women from progressing past a specific level. Researchers have documented that

women in management positions are confronted with barriers in the workplace such as

scarcity of educational and supportive programs, and only a small percentage of women

in business have moved beyond corporate barriers to obtain top executive roles. In order

to contribute knowledge to the organization and management field, this study featured 15

interviews with senior executive women who have advanced beyond the glass ceiling in

corporate America. The purpose of this study was to explore key factors that contributed

to the advancement of these women executives over the last decade. The exploratory

method addressed the research question: What factors such as work-life balance,

leadership and management style, motivation to lead, success strategies, and career

development contribute to the success of female leaders within businesses? This process

explored experiences, personal stories, behavior, and individual perceptions of the

participants. The findings indicated that the women executives identified professional

mentorship, career development planning, motivation, work-life stability, success

strategies, and leadership and management ability as major factors in their achievement

as top women business leaders. Some initial themes that resulted from this research study

included the need for a person to understand her purpose, the importance of good

listening skills, the ability to accomplish work, and the benefits of delegating

responsibility and adapting to work environments. Additional themes emerged from this

research study and consisted of having the confidence to make tough decision; trusting in

faith/spirituality and inspiration; valuing team effort, and constantly working hard to

prove their worth. The themes revealed during the findings were not previously addressed

in the literature review as success factors that contribute to executive women’s

achievement of senior positions. These topics provide avenues for future research into the

elements of success for female executives.

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Dedication

This dissertation is dedicated to Jordan Malique’ Straughter, Joshua Malik Smart–

Straughter, Saniya Louise Straughter, and Montana Straughter. To my niece and

nephews, the next generation of the Straughter family, who can do all things through

Christ that gives them all wisdom and strength. You can go far beyond man’s expectation

with God as the pilot and strength. This is also dedicated to my little sister and big

brother to encourage them to reach beyond the sky. This is for my niece Khyla and

nephew Kevin Straughter to go the extra mile in life to become successful.

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Acknowledgments

There are so many individuals who assisted me in reaching my educational goal that I

owe much love and sincere appreciation. Thanks to Roosevelt and Louise Straughter, my

parents, a special appreciation for their encouragement and support to press toward the

mark. To my support group of friends, professional mentors, and supporters, who helped

me to remain strong and focused. To my mentor, Dr. Boyington Wall, who was sincere

and straightforward in her efforts to push me to achieve the best dissertation. To the 15

amazing executive women, who gave me their time as I listened to personal success

stories. Finally, I would not be here today if it wasn’t for the God given grace, anointing,

knowledge, strength, and wisdom poured in me over the last five years. His grace has

been sufficient for me. Thank you, Heavenly Father, for your endless love and power.

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Table of Contents

Acknowledgments v

List of Tables ix

List of Figures x

CHAPTER 1. INTRODUCTION

Introduction to the Problem 1

Background of the Study 2

Statement of the Problem 8

Purpose of the Study 8

Rationale 9

Research Question 10

Significance of the Study 10

Definition of Terms 12

Assumptions and Limitations 13

Theoretical/Conceptual Framework 15

Organization of the Remainder of the Study 17

CHAPTER 2. LITERATURE REVIEW

Introduction 19

Work-Life Balance 19

Management and Leadership Style 24

Motivation to Lead 30

Success Strategies 34

Career Development 36

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Conclusion 41

CHAPTER 3. METHODOLOGY

Research Design 43

Sample 46

Setting 48

Instrumentation/Measures 48

Expert Panel 49

Role of Researcher 50

Field Test 50

Data Collection 51

Data Analysis 53

Validity and Reliability 55

Ethical Considerations 57

Conclusion 58

CHAPTER 4. FINDINGS

Introduction 59

Methodological Approach 61

Multi- Level Data Analysis 62

Summary of the Findings 88

Conclusion 95

CHAPTER 5. DISCUSSION, IMPLICATIONS, RECOMMENDATIONS

Introduction 96

Summary of the Findings 97

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Discussion of the Findings 103

Implications of the Findings 104

Limitations of the Study 106

Recommendations for Future Research 107

Conclusion 108

REFERENCES 110

APPENDIX. INTERVIEW QUESTIONS 119

ix

List of Tables

Table 1. Additional Themes Coded by Pertinent Interview Question 70

Table 2. Initial Themes Coded by Pertinent Interview Question 71

x

List of Figures

Figure 1. Theoretical and conceptual framework 16

Figure 2. Analysis of participants’ job positions 60

Figure 3. Themes and commonalities 67

Figure 4. Themes correlated to the research question 74

1

CHAPTER 1. INTRODUCTION

Introduction to the Problem

Very few women advance to senior executive roles in private or public

businesses, according to the Catalyst Report (2014). Researchers have identified some

reasons for this phenomenon. According to Lewis (2006), some women have

management and leadership ability, educational background, work-life balance, and a

motivation to lead as well as their executive male counterparts. However, Lewis also

observed that in general, women are not employed in top corporate positions, and those

who are hired for senior management jobs find it difficult to gain executive roles.

Additionally, Lewis found no evidence that women in middle management are being

coached or mentored to achieve senior executive positions. Other findings indicated that

many women do not progress to the executive level because of the corporate culture’s

gender bias against a female leader in primary executive positions (Daughtery, 2012).

Oakley (2000) conveyed that the glass ceiling or corporate barriers inhibit some

women from advancing to an executive role in business regardless of their capability to

move the company forward. The glass ceiling is not a physical ceiling; rather, it is a

metaphorical construct comprised of obstacles such as discrimination, gender bias, lack

of mentorship, absent work-life programs, limited career opportunities, and the shortage

of career development planning, which prevents most women from advancing to senior

positions (Oakley, 2000).

2

The researcher’s inspiration for this study developed while she was working in an

executive role faced with limited support. Noticing the public prominence and behaviors

of the few senior executive women seen thriving in top executive roles prompted the

researcher to conduct an exploratory study to identify the factors that contributed to the

success among the women who had achieved top executive positions.

The need for this research is not only a personal matter to the researcher; in fact,

the under-representation of senior executive women in principle roles in businesses

across the United States has prompted many industries to review their practices and

policies (Oakley, 2000). This exploratory research provides the foundation for using

scholarly data and closely examining new information to explore how 14.6% of women

in business moved beyond the glass ceiling (Catalyst Report, 2011). By reviewing

scholarly research and exploring new data, this study will address the research problem

and question: What factors, such as work-life balance, leadership and management style,

motivation to lead, success strategies, and career development, contribute to the success

of female leaders within businesses?

Background of the Study

Women do not have a prominent executive presence in top Fortune 500

companies, and on corporate boards that have more men than women in top roles, they

are considered supportive followers but not leaders (MacRae, 2005). Corporate

recruitment and training practices do not provide women with positions that can increase

visibility and enhance career opportunities to allow them to achieve professional goals

(MacRae, 2005). Women progressed to senior management ranks in fewer than ten

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Fortune 500 businesses, where women possess very few top positions that are high

profile and demanding, according to Reinhold (2005).

In the last five years, women leaders have achieved entry into practically every

field of business, including traditional and non-traditional positions such as farming

businesses (Kaufman & Grace, 2011). However, barriers such as limited executive roles

and the lack of opportunity for career and succession planning continue to impede the

advancement of women, according to the Business Women’s Association Census

(Johnson & Mathur-Helm, 2011). Although women are gaining leadership roles in many

sectors, female executives still hold a small number of senior level positions in academia,

government, politics, sports, private and public organizations, and the health industry

(Lantz, 2008). Women who break into the political network, for example, do so by

developing mentor relationships with men or women in higher-level roles to help them

with effective strategies (Coe, 1992).

Along with the successful strategies some women employ to achieve

advancement, limited trends in the business realm also contribute to the promotion of

women to the executive level. Some companies encourage qualified women to train

themselves in order to compete for higher level jobs (Wood, 2001). Executive women are

known to have a good effect on the corporate environment, and they tend to be more

open to sensitive areas that can possibly affect the business long-term. Furthermore, once

some executive women break the glass ceiling, they continue to develop in the executive

role (Wood, 2001). These trends encourage further investigation into the factors that

influence the level of their success.

4

A small percentage of women executives overcome corporate barriers as they

progress to a senior management positions (Linehan & Scullion, 2008). Despite the large

number of women working in middle management positions, women remain invisible in

key senior executive roles across the business industry, according to Linehan and

Scullion (2008). There are some women who cannot break through the stereotypical

barriers to progress to upper management, but some women have managed to overcome

this particular barrier (Mainiero, 1994). The aim of this study is to understand the process

and strategy necessary to acquire a top executive role while some women endure

stereotypical barriers and cannot break through to the senior level (Linehan & Scullion,

2008).

The scholarly research uncovered some success strategies used by executive

women that helped move them to a top position. Harris and Ogbonna (2006) described

success strategies for women as sustained actions, behaviors, and accomplishments that

enhance extrinsic or intrinsic career success. Mainero (1994) interviewed 55 high-profile

female executives who had broken through the glass ceiling to gain a top executive role.

Each of these women attributed their success to several areas linked to education, career

planning, and working within the right organization, one that promoted women (Mainero,

1994).

Executive women must deal with work-life challenges to remain on top. Most of

these women are seeking better ways to balance career, family, and success at an

executive level. Ragins and Sundstrom (1989) conveyed that executive women deal with

constant opposition as they work to maintain work and family; these obstacles affect

their success strategies, and the challenges do not disappear overnight. Work-life

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balance can be a huge challenge to some executive women in many ways, including the

need to balance personal commitments, busy travel schedules, high profile positions, or

demanding work schedules. Executive women have more control over decisions and can

make a great deal of choices at the top (Caproini, 2004).

According to Bass and Avolio (1994), some women in management positions

demonstrate extra effort, performance, characteristics, and advancement across

organizations. The female leadership style is a key topic discussed regarding women

leaders. Ionescu (2012) stated some executive women have slowly moved up the

corporate ladder, and women bring an arsenal of strengths to their leadership roles. A

noticeable theme is a consistent development of leadership skills and education by

executive women. Sen and Metzger (2010) stated transformational leadership is

connected more with female characteristics like support, less control, cooperation, and

problem solving. Overall, most of the women in executive roles are more eager,

democratic, and carry a more participative style of leadership, according to Bass and

Avolio (1994).

Most women see barriers such as discrimination or being overlooked for an

executive position as a personal motivator (T. Daniel, 2004). These women are

motivated to move beyond the corporate glass ceiling to take better control of their

earning and decision-making power and to create a better balance with personal and

professional demands (McGowan, Redeker, Copper, & Greenan, 2012). A few executive

women are motivated to lead because of the challenge, opportunities and the personal

desire to accomplish a certain career objective (T. Daniel, 2004).

6

Women striving for top executive positions employ various strategies for

success. A few women leaders respond differently to the discrimination they experience

in the workplace by going around the barrier to continue to progress toward the goal of

senior management (McEldowney, Bobrowski, & Gramberg, 2009). Women in

management positions may be restricted to obtaining a certain executive role, but they

do not hold back their ability to perform a leadership task (Fisman & O’Neill, 2009).

Some women are not backing down from their personal goal to reach an executive

position.

A major concern of this research study is revealing how some women achieved

their senior level position while so many other women remain in middle management

with no guidance or support (Wentling, 1996). By exploring and understanding what

motivates executive women to move beyond the barriers, this study can uncover the

personal achievements of senior executive women (Wentling, 1996). Wrigley (2002)

conveyed that a way for women executives to go beyond the glass ceiling is to become

entrepreneurs. Women take their careers just as seriously as their male counterparts;

therefore, more women have moved to leading their own businesses to avoid some of the

corporate glass ceiling issues (Wentling, 1996). According to Bass and Avolio (1994),

there are four million female entrepreneurs leading and managing their own business with

some landing on the Forbes or Fortune 500 lists.

Another factor that may influence women’s advancement is the professional

value, worth, education, and tenacity they demonstrate as business leaders. Women also

seek to improve their professional and social positions and to achieve career development

through enrollment in educational or training programs that assist with advancement

7

(Johnson & Mathur-Helm, 2011). Women executives who are in key senior management

roles expect to be respected for their own talent, knowledge, and competence in

leadership roles (Johnson & Mathur-Helm, 2011, p. 47). However, these successful

women may not acquire executive roles despite their skill in dealing with barriers for

attention and representation of their gender.

An individual with initiative, strategy, and a plan can describe motivation as the

concentration and direction of effort, the desire to lead. An individual’s motivation is

significantly connected to her organizational behaviors or external rewards (Barbuto &

Story, 2011). Barbuto and Story (2011) noted that achievement and organizational

behavior are significantly related. Overall, executive women are motivated to lead for

achievement, more control over hours and career, extrinsic and intrinsic goals, and

earning potential (McGowan et al., 2012).

Women-only programs are developed within certain industries to assist women

with career development needs and to address gender equity in executive positions

(Tessens, White, & Web, 2011). Women want to advance their careers, but they

encounter limited resources, training, and support for their development needs,

according to Tessens et al. (2011). Current situations suggest that women in low to mid-

management positions are able to advance to a certain point before they hit the glass

ceiling (Dimovski, Skerlavaj, & Kim Man, 2010). Women graduate from college in high

numbers, more women are working, and some are pushing themselves beyond the glass

ceiling right to the top. The existing corporate structure contains barriers that hold

women in middle management positions with no access to the top echelon jobs (Tessen

et al., 2011).

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Statement of the Problem

Over the past five years, the number of women in leadership roles has slightly

increased, but there is still a need for more women in top corporate positions (Cook &

Glass, 2011). Women slowly moved into senior level positions in big corporations in the

last decade, setting the number to a third of the management positions held by women in

the private sector. Although the diversity issue is discussed within the business

community, too many boardrooms, corporate-level suites, and senior positions remain

unfilled by women (Cook & Glass, 2011). The Catalyst Report (2011) highlighted the

slow progression of women executives into high-ranking roles and governance positions,

revealing only 16.1% of women in business sit on corporate boards, and only 14.6% of

women in business are corporate officers.

The number of women who move up the corporate ladder is very small, and

reports reveal insignificant progress each year since the mid-1990s (Hollein, 2012, p. 6).

Salas-Lopez, Deitrick, Mahady, Gertner, & Sabino (2011) discussed the gap in literature

does not describe the leadership experiences of women as top leaders within the medical

industry (p. 34). The scholarly research does not examine factors contributing to

successful women leaders; therefore, this exploratory research will add to the body of

literature by examining the factors that influence how women progress to executive

positions.

Purpose of the Study

The purpose of this exploratory qualitative study is to describe the factors that

contribute to executive women’s achievement in business. Professional women look for

9

ways to advance to high-level positions to conquer career and personal goals, but they

encounter limited support and a lack of programs that help them accomplish the

objectives (Forbes, Piercy, & Hayes, 1988). Only 14.6% of women in business have

cracked the glass ceiling and work in high-level positions of running large operations

(Matsa & Miller, 2011). The objective of this study is to contribute new knowledge based

on the fundamental factors that explain how executive women moved beyond the glass

ceiling to achieve success.

The study explored factors that contributed to the success of American women in

business. The experiences, challenges, problems, and barriers to achieving a top role are

different for women executives than for other executives. The study explored the

essential factors and approaches experienced by the small percentage of women in senior

executive positions. The researcher interviewed 15 senior executive who succeeded to a

senior management position to explore how they achieved success.

Rationale

This qualitative exploratory study was the best method to explore the experiences

of executive women and uncover any similarities, themes, or new knowledge to help gain

understanding of the success of these women. The foundation for conducting this study

was a suitable procedure to gather specific descriptions through in-depth interviews about

individual’s experiences and perceptions. This method allowed the researcher to interpret

the data and analyze critical conceptions that helped the study to achieve an in-depth

understanding of how executive women surpassed the glass ceiling to achieve high-level

executive positions. The interpretation process of the findings provided a chance to

10

increase the knowledge concerning how more women may attain senior management

roles in a private or public business.

Research Question

What factors such as work-life balance, leadership and management style,

motivation to lead, success strategies, and career development contribute to the success of

female leaders within businesses? In order to address the gap in the scholarly research,

this research question set the context for more literature to address the existing gap and

research problem.

Significance of the Study

The significance of this study relates to the field of organization and management.

Only 14.6% of women in business are upper level executives (Catalyst Report, 2011),

and very little research exists to explain why so few women achieve these roles, while the

majority of women in business succumb to the barriers inherent in the current corporate

structure, which restrict them to lower and middle management positions. This qualitative

exploratory study gathered descriptive data to illustrate how women executives’ success

strategies and life experiences enabled them to move beyond the corporate glass ceiling.

Very few women have risen to the top echelon of executive roles, and this study set out to

identify the factors that distinguished these women as successful in their efforts to

conquer a top role. This study presented the opportunity to address the gap in the

scholarly research and impart understanding of how these women overcame barriers to

reach the top. This research study contributes to the field of organization and

11

management because it provides new knowledge on the women’s work ethic, strength,

tenacity, and strategies.

Executive women work hard to create balance, develop skills, and gain an

executive role. Women striving for a top position share the same career goals as men, and

female executives have the same level of intelligence, education, and commitment as

men, according to Barsh, Cranston, and Craske (2008). Unfortunately, the gender

differences, diversity, and other challenges prevent most women from reaching the top

echelons, and the corporate industry has an increasingly pressing need for additional

diverse leaders (Barsh et al., 2008). Patterson (2005) conveyed that advancing more

women to executive roles helps create a diverse workforce and enhances the corporate

culture for better business outcomes. Also, women have been found to lead in ways that

are efficient for modern organizations and in ways that can position the business to

succeed in the future (Barsh et al., 2008).

Certain companies view the advancement of women into management roles as

vital for growing a diverse workforce; therefore, they strive to improve the environment

so that most of the women achieve success (Rosette & Tost, 2010). However, a gap in the

literature exists and little information has been gathered from women executives’ points

of view about their strategies and experiences of business success. Much of the recent

research focused on gender differences and leadership style and considered men as the

leadership model (Byrd, 2009). Given the limited scholarly studies, it is challenging to

explore factors contributing to the success of women leaders. This research focused on

the theory by exploring the conceptual framework and research question to examine how

these women managed the process to move beyond some obvious corporate barriers and

12

achieve significant leadership responsibilities. The limited scholarly research on success

factors was addressed through collecting rich descriptive data that presented experiences

throughout the executive women’s careers.

Definition of Terms

For the purpose of this research study, success is defined as a senior executive

position in a public or private business. The study explored how career development,

management and leadership style, success strategies, and motivation to lead contributed

to women executives’ success in business. For the intent of the study, senior executive is

defined as chief executive officer, chief operating officer, chief financial officer, chief

marketing officer, president, or vice president. Operational definitions of other terms

follow:

Career Development. The study defined career development as training,

development, support, and mentorship to progress to a senior position (Tessens et al.,

2011).

Management and Leadership Style. Management style was defined in the study as

an extra effort of style, performance, and the ability to manage. The study defined

leadership style as a style that is eager, collaborative, transformational, interactive, and

participative (Chirikova & Krichevskaia, 2002).

Motivation to Lead. The study defined motivation to lead as executive women in

a private or public business with extrinsic and/or intrinsic motivation, self-

determination, control over career, and decision-making power (Srivastava, 2012).

13

Success Strategies. This study defined success strategies as career goals, a

sustained action, or behavior used by women to achieve an executive position in a public

or private business (Mainiero, 1994).

Work-life Balance. Work-life balance was defined as the means used by

executive women with control to balance personal commitments and busy work

schedules in order to remain successful in a public or private business environment

(Caproni, 2004).

Assumptions and Limitations

Theoretical Assumptions

The first theoretical assumption for this study is that a small percentage of

executive women have moved beyond the glass ceiling. The conceptual framework of the

research uncovered how success strategies, career development, motivation to lead, and

management and leadership styles helped these women gain top roles. The interpretation

process provided meaning, new knowledge, and understanding on how 14.6% of women

in business achieved success beyond corporate barriers (Willig, 2012). The hermeneutic

circle stipulates that in order to understand meaning among communities, a researcher

must start with a belief and utilize terms that assume a basic understanding of what he or

she is trying to comprehend (Crotty, 1998). This research study explored the small

percentage of female executives who strategically moved beyond the barriers.

The other assumption is that the exploratory approach provided detailed

descriptions from the interviews to assist with the development of meaning and

understanding. The interview process is like a construction site of knowledge wherein the

14

researcher must interpret unstructured data, according to Kvale (2007). It was assumed

that the theoretical framework from the literature review will focus on the knowledge,

strength, and commitment some executive women demonstrated as business leaders.

Although a few women have conquered the corporate glass ceiling, women are still

underrepresented in top roles in the corporate, public, and private sectors.

Topical Assumptions

The traditional assumptions about what is needed for a woman to reach a senior

level position have changed. One previous assumption was that women have to act or

lead like their male counterparts to work in a senior role. However, a few women have

transformed themselves to move beyond gender barriers to operate large businesses. This

research aimed to identify and describe the similarities, experiences, and barriers shared

by women who have gained executive positions of vice president and above. This

research topic provided an understanding of female executives’ experiences through a

qualitative exploratory research that identified the phenomena (Maxwell, 2005).

Methodological Assumptions

The researcher took into consideration the quality needed to produce a reliable

research study. Flick (2007) believed the attribute of reliability in a qualitative

exploratory research is the result of the efforts in planning, conducting, and reporting.

These three steps are pertinent for designing a qualitative study. The assumed exploratory

methodology has the ability to achieve an in-depth understanding of how some executive

women moved beyond obstacles.

The researcher assumed that the study participants were experienced and capable

of describing their success factors and motivation to lead. In order to achieve rich

15

descriptions, the exploratory method provided the opportunity to explore and interpret the

data. This methodology allowed the heuristic meaning and insight into the phenomenon

being examined (Bierema, 1996). The qualitative research provided the opportunity to

closely examine and interpret the collected data.

Research Limitations

The researcher had limited experience in conducting a qualitative exploratory

study. The objective was to seek professional help during the qualitative procedure. The

researcher read books on advanced qualitative methodologies and practiced conducting

interviews with elites. The qualitative process involved conducting research with 15

participants to understand the entire senior executive women population. The research

was limited to studying the 14.6% of women in business who have achieved executive

status to answer the study question.

Theoretical/Conceptual Framework

This study provided rich data and a theoretical framework regarding the variety of

experiences of women executives. The participants have risen above the glass ceiling to

acquire executive-level positions. It was important to understand whether career

development, leadership style, or motivation to lead helped these women move beyond

barriers. The previous literature focused on the differences in women’s organizational

and career outcomes predicted from the theory and data collected (Lyness & Thompson,

2000). However, some executive women seek career positions with concerns regarding

work-life balance, mentorship, and leadership style for the top role.

16

Figure 1 illustrates the theoretical constructs and conceptual framework the study

developed for the interviews. This study provided information to fill the gap in research

in the field organization and management by exploring various leadership qualities and

success strategies used by women in business. For example, some executive women held

a key concern of whether or not the leadership position was suitable for them (Hollander

& Yoder, 1980). An interpretive analysis of the participants’ transcribed responses

functioned as the main source of examination for the research. An interpreter of such data

believes human science is focused on understanding the human experience. Halaweh’s

(2012) interpretive research contended that the environment is developed and interpreted

by human engagements. The researcher interpreted and provided detailed descriptions

based on the data.

Figure 1. The study’s theoretical and conceptual framework.

17

Organization of the Remainder of the Study

Chapter 1 provided an introduction to the problem, background of the study,

statement of the problem, definition of terms used throughout the research, and purpose

of the study. The research was essential to show how some executive women moved

beyond corporate barriers. Most women in corporate management positions have not

achieved enough success to gain an executive role. It was important to explore and

examine how a small percentage of women were successful in moving up the corporate

ladder. Although women are striving to succeed in corporate careers, the number of

women executives in male-dominated positions still remains low. Women make up 47%

of the work force and are faced with many barriers that distract them from achieving

corporate success. The scholarly literature is very limited in attempts to explain how only

14.6% of women in business have achieved a corporate title of vice president or above.

Chapter 2 will highlight literature focused on women in leadership roles,

management style, career development, work-life balance, motivation to lead, and

success strategies. The scholarly articles presented in Chapter 2 will address the process

senior management women face throughout their careers and the positive career

outcomes that some women achieve (Daughtery, 2012, p. 48). The foundation of the

scholarly data focused on the conceptual framework and will substantiate the findings or

add new knowledge to enhance understanding of the unknown factors required to achieve

a senior management position. Women in executive positions are seen as committed to

their career advancement and have made personal sacrifices to prove their loyalty,

according to the Catalyst Report (2006). Some executive women have made significant

18

sacrifice to achieve their professional goals and gain a top senior executive position; the

scholarly research discussed how the women’s leadership ability aided them to achieve

professional satisfaction within their careers.

Chapter 3 will provide the qualitative exploratory methodology, research design,

sample, data collection, and analysis utilized for this study. The objective of the research

was to provide the success factors and experiences of executive women who succeed in

their leadership positions. The goal was to provide rich data to add to the body of

literature to gain insight on their experiences. Chapter 4 will present the final results from

the 15 interviews, details of the interview questions, similarities, new knowledge and

themes revealed from the participants’ responses and Chapter 5 will provide insight to the

essence of the study, recommendations, summary, conclusions, and discussion of how the

findings can impact the body of literature. Finally, the findings are discussed within the

framework of the existing scholarly literature.

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CHAPTER 2. LITERATURE REVIEW

Introduction

The research question for this study, What factors such as work-life balance,

leadership and management style, motivation to lead, success strategies, and career

development contribute to successful female leaders within businesses?, was presented in

Chapter 1. For this literature review, the researcher conducted a search of existing studies

to find specific information pertaining to those factors of interest. However, there is

limited scholarly literature on this topic.

The research conducted for this review closely looked at the theoretical

conceptual framework and searched for descriptions in the literature of factors such as

career development, success strategies, work-life balance, motivation to lead, and

leadership and management styles of successful women executives, to address the gap in

the existing literature. Each theoretical concept for this research study is discussed and

summarized to describe how each concept relates to the success of women in senior

management. Further, the literature review revealed the shortfalls and gaps in research

about the factors that determine women executives’ success, which in turn delineated the

path this research should take.

Work-Life Balance

For purposes of this research study, work-life balance is defined as the means

used by executive women with control to balance personal commitments and busy work

20

schedules in order to remain successful in a public or private business environment

(Caproni, 2004). Work-life balance is structured into the conceptual framework of this

study, which guides further discussion as to how this balance contributes to the

achievement of women in senior management roles.

The United States Bureau of Statistics stated that the percentage of women in the

paid work force has increased from 43.7% to 55.5%, according to Lingard and Francis

(2005). Since more women are working today than prior years, the increase in

educational and professional goals is causing more women to consider how to balance

personal and professional schedules (Lingard & Francis, 2005, p. 1,045). This study

reviewed existing scholarly literature to examine whether work-life balance is a key

factor for senior executives.

Women seek more leadership positions to support their families and achieve their

personal career goals. Indeed, Lingard and Francis (2005) discussed that women who

desire to provide financial support to help their families accounted for the increased

percentage of women in the labor force; therefore, this change in the work-force and

home life puts a demand on women to balance important situations and indicate

transformation in their work-life balance. The generation of younger women are centered

on the non-standard labor models that permit them to enjoy a more suitable work-life

balance (Lingard & Francis, 2005, p. 1,046). Most of the women in top roles,

furthermore, are more in control of their professional work commitments so that they can

balance personal demands and are consciously putting boundaries on work obligations

that affect their kids or elderly parents.

21

Lingard and Francis (2005) conveyed that educated and skilled women

proactively intend to merge work and family to influence their employment choices (p.

1,046). These women are making sure they hone their education and skills to ensure they

are qualified to gain employment with a traditional or non-traditional business (Lingard

& Francis, 2005). Women throughout the United States are experiencing similar

challenges in work-life balance as women in other parts of the world, and as a result,

businesses have been forced to adjust their practices to accommodate the changing needs

for balance. In fact, non-traditional or traditional employers are expected to attract and

retain qualified women.

Achieving a satisfactory work-life balance is neither simple nor easy, however.

Watts (2009) stated the constituent attributes of work-life balance (WLB) are difficult

and incorporate a number of features related to time spent working, family, the volume of

work, the workplace culture, job satisfaction, life outside work, and organizational

expectations (p. 38). Work-life balance is very broad, multifaceted, and it operates on a

number of diverse levels. According to Watts (2009), there is no philosophical level or

universal agreement about what constitutes work. The concept of work-life balance is

mediated by reality. Work is typically organized by activity, race, class and gender, as is

the concept of family and leisure (Watts, 2009, p. 38).

Women create their balance based on their reality and personal needs. Paid work

forms an identity that offers opportunity for personal fulfillment. Personal time and

family also constitute part of an identity (Watts, 2009). There is no specific rule to

separate work and life as optional alternatives. Work-life means the same in terms of

identification of an individual performing an activity whether it is work or family (Watts,

22

2009, p. 38). Many women have issues with work-life balance concerning family

responsibilities. Women are usually the ones adapting to work and accommodating those

responsibilities. These women have to separate their responsibilities and split their time

between the work and home life.

Difficulties can arise as women strive for balance. Malik, Hussain, and Mahmood

(2011) highlighted conflicts related to role overload and work-life balance. The study

described role overload as the increase in responsibilities from home and work

experienced by senior executive women. These women may at the same time assume the

roles of employee, parent, leader, spouse, and friend (Malik et al., 2011, p. 403). The role

overload comes from mismatched responsibilities and the limited amount of time to

accomplish them. Work overload affects the family time when balance is not achieved

(p.403).

Malik et al. (2011) distinguished work-life balance in both subjective and

objective manners. Work-life balance is subjective when measured by women’s notion to

balance responsibilities for both family and work. The objective view is measured from

the consequence of a behavior like working long hours (Malik et al., 2011, p. 404).

Work-life balance and increased productivity occur when well organized firms care about

their leaders and employees. The companies implement better WLB opportunities and

employ highly skilled and productive women. WLB has positive effects on productivity

when women in leadership roles have more control over hours and staff outcomes (Malik

et al., 2011, p. 404).

Women in leadership tend to occupy jobs with the authority to control their

schedule and career. Zeytinoglu, Cooke, and Mann (2009) conveyed in the literature that

23

executive women have more flexibility to balance schedules for work-family and

highlighted that executive women are working longer hours than in the past (p. 557). It is

important for women to have independence and influence to control their work schedules.

Women with job independence can dictate whether or not they have a flexible work

schedule. Women in senior management with demanding positions have authority to

negotiate time for family, according to Zeytinoglu et al. (2009). The value of WLB

privileges by executive women was also highlighted in a study by Zacharias (2005), who

asserted that some executive women do understand that they are privileged to be able to

create their own balance, to have their performance often times not be an issue, so that

they can take full advantage of the WLB privileges.

Boundaries are important to work-life balance; therefore, executive women who

create boundaries for their work and family are likely to be successful in managing their

career and family responsibilities, according to Ransone (2007). Women who do not

create the appropriate balance are most often the ones faced with stress or health

challenges. Successful women are faced with work and family demands that require

important or difficult decisions to maintain balance (Ransone, 2007, p. 377). It is

sometimes complicated for women to separate family and work, and they feel compelled

to work smarter, harder, and longer hours. Successful women tend to stay connected with

work through cell phones, e-mail, or on a Blackberry when the workday is over or when

they have a day off (Glubczynski, Kossek, & Lambert, 2003, p. 12).

While existing literature clearly established that work-life balance is an important

challenge and consideration for women in executive roles (Lingard & Francis, 2005), the

current study will examine the ability to achieve work-life balance as a possible means by

24

which women can achieve their goal of breaking through the corporate glass ceiling to

upper level positions.

Management and Leadership Style

The conceptual framework of this study incorporates the concept of management

and leadership style that warrants further scholarly research regarding whether the

concepts act as a success factor that contribute to executive women’s success in business.

Management style was defined in this study as an extra effort of style, performance, and

ability to manage (Chirikova & Krichevskaia, 2002). This research study also defined

leadership as a style that is eager, collaborative, transformation, interactive, and

participative, according to Chirikova and Krichevskaia (2002). The theoretical concepts

that shape this study examined scholarly research to uncover how the gap in literature

will address the research study question and address the problem.

Previous research has examined the leadership and management styles of women

in terms of their strengths and suitability for certain industries. The scholarly literature by

Sylvia et al. (2010) discussed that women feel that leadership knowledge is gained

through life experiences and includes making and learning from mistakes. Many of their

leadership qualities were nurtured during their early childhood development and

education. The study conveyed that leadership ability and knowledge are combinations

that work together for successful leaders. Sylvia et al. (2010) stated the position parents

play in the leadership growth of women is seen later in their leadership style. Women

focus on creating strong work ethics to gain a rewarding career (Sylvia et al., 2010, p.

28).

25

Women use a supportive and nurturing leadership style to help them become

leaders in rural areas. These women have distinct credentials and characteristics such as

the ability to empower others and openness to diversity that are lacking in their male

counterparts (Sylvia et al., 2010, p. 24). The female leaders viewed their leadership role

as that of a nurturer, which is a positive attribute toward leadership expression (Sylvia et

al., 2010, p. 28). According to Sylvia et al. (2010), the emerging women leaders in rural

areas try to avoid barriers to maintain persistent growth and career success. The scholarly

literature revealed these women were being introduced to government roles and

professional organizations through neighbors, which helped develop their leadership

skills. According to Sylvia et al. (2010), a fundamental determinant for leadership

improvement is a valuable and extensive partnership with loving and knowledgeable

adults (p. 29). Women in rural areas can develop leadership through personal experiences

within their environment.

Women in leadership will soon have better opportunities to make bold

adjustments required for advancement in medicine. The expectation is more women will

continue to progress into the medical workforce. In addition, the representation of them

in essential leadership roles will be expected (Salas-Lopez et al., 2011, p. 41). The

medical academic institutions are creating ways to reduce barriers for women to progress

and to empower them for leadership positions. For the women who break through the

critical mass, executive women will be extremely valuable to any medical organization in

the 21st century (Salas-Lopez et al., 2011, p. 41). This is an important call for change by

the medical industry to place more women in leadership positions. By implementing this

change, the industry confirms the importance of gender diversity in its institutions.

26

The literature review also provided findings that women as leaders in high-

growth, high-potential engineering firms were underrepresented. Researchers asserted

that incorporating and accepting female leadership should help organizations increase

revenue. It should also challenge the thinking process of both genders to ensure the best

possible decisions are made (Wirth, 2010, p. 166). Wirth (2010) claimed an

organization's diversity and perspective is critical to maximizing a productive and

efficient working environment (p. 166). Wirth (2010) believed adding women will

increase bottom-line results and will boost overall productivity (p. 162). Women who

made it to the boardroom in engineering firms attribute their success to society’s focus on

technology. This is an environment structured on innovation. Wirth argued that the lack

of women on top boards or in senior level positions dampens the productivity of

organizations.

According to Wirth (2010), a Catalyst study found 520 firms improved their

bottom-line by incorporating women on their boards of directors (p. 163). An analysis of

the study shows women with traits such as empathy and innovative ability moved up the

engineering ladder as leaders. Their input in the boardroom brought positive financial

returns for their companies. Wirth (2010) confirmed that women make up close to 50%

of the work pool. Companies that refrain from hiring qualified women hinder their

growth revenue. It makes good business sense to incorporate more women into all levels

of employment (Wirth, 2010, p. 162).

Research has shown that a few common attributes found in women leaders are

included in most definitions that exemplify leaders of top organizations. The executive

women’s leadership goal is to contribute to the development and accomplishment of the

27

business, depicting it a non-routine of influence (Manz & Sims, 1991). The ability to

influence is grounded in the cognitive and political processes of an organization. Most

individuals think of leadership as one person doing something to another person, which is

called influence. The ability to exert influence comes from someone who has the capacity

to inspire another person (Manz & Sims, 1991). Women executives are seen as having a

level of influence to achieve corporate success.

The meaning of leadership by Bass is the interaction and interpersonal influence

of circumstances related to organizational goals as cited in Kjelin (2009). Another

description of leadership points out four key career developments: the nature of the

process, the presence of influence, the group background, and achievement of goals.

Women executives demonstrate strong career development to help exploit their position

and grow the business. Leadership should aim at developing excellent changes and

movement in a business (Kjelin, 2009). Other literature reviews have characterized

leadership among women as a social and active process with a moral aspect. Sen and

Metzker (2010) stated organizations with the highest level of senior executive women in

a leadership role saw more profit and efficiency than businesses with the lowest number

of executive women in a leadership role (p. 75).

Yet the observation of women’s leadership successes does not guarantee

understanding of what makes women an excellent leader. Women in top leadership roles

are the most widely talked about with the most elusive and puzzling explanation to their

ability to move beyond corporate barriers. Corporations yearn for great leadership power

to move their businesses forward (Wren, 1995, p. 27). Leadership is a topic of interest

worldwide, and great leaders are known for their ability and many characteristics; a

28

leader is one who asserts influence stemming from several distinct foundations of power

(Wren, 1995, p. 27). Most executive women in leadership positions have power and

influence related to people and the business. The way the business industry has rapidly

changed has caused women in leadership roles to have more qualities and diversity with

transparency as much as possible.

A leadership role includes a job to do and individuals with whom to do it. The

likelihood of successful goal attainment must depend upon the extent to which the

assistance of the people and the control of the task are facilitative (Wren, 1995, p. 97).

Leadership will evolve with leaders being more focused on tasks, success, leading with

integrity, and leading with great accomplishments. According to Manz and Sims (1991),

leadership has historically been a masculine concept, role, and position within

organizations. Now that more women have entered the workforce, a small percentage of

them are in leadership positions. Most senior executive women are not seen as masculine,

but as productive, smart, and successful. The most appropriate leader today is one who

can lead others to lead themselves (Manz & Sims, 1991).

Women leaders tend to be better equipped than their male counterparts for

management and transformational leadership due to their career development and

leadership role (Eagly & Carli, 2003). Most women executives are seen as more caring,

excellent listeners, sensitive to their employees’ needs, and attentive. It is important that

women positioning for executive roles display certain management and leadership

competence to even be considered in the executive suite, according to Eagly and Carli

(2003).

29

An overall perspective on women’s effective management style concluded that

women have brought a balance to the business environment. Women executives are seen

as more understanding and open-minded, stronger communicators, more sensitive to

business relationships, and more effective in marketing management of their business

(Wood, 2001). Women in executive management are seen as successful even though they

may be faced with barriers like informal networks in the organizational hierarchy,

according to Lyness and Thompson (1997). Barriers like informal networks and

relationship development are important factors for successful executive women and can

hinder their performance and career advancement if excluded.

Some key management styles like driven, decision-maker, cooperative, and

focused on aspects of performance, as identified by Freeman and Varey (1997), have

created some successful outcomes by senior executive women. These women often make

some informal, creative, opportunistic, and reactive decisions that sometimes lead to a

profitable business. Overall, women who moved up the corporate ladder and beyond the

glass ceiling all share some of these management styles (Freeman & Varey, 1997, p. 77).

Another management style displayed by successful women executives is transformative.

A transformational leader actively interrelates with subordinates to move the business

forward. Most senior executive women with a transformational style of leading

understand the importance of their role, business, and employees (Chirikova &

Krichevskaia, 2002, p. 40).

Women view networking with senior executive males in powerful positions as the

most important prerequisite for success at elite levels (Lyness & Thompson, 2000, p. 86).

These women managed to move beyond the informal network and relationship barrier by

30

creating a network to support their executive position. In today’s business world, efficient

leadership is crucial. A business should keep women on track in their leadership roles.

Cabrera (2009) affirmed that a business that supports female leaders communicates

support for work and family balance for senior level women, and businesses with more

women in upper management have outperformed organizations with fewer women in

senior level groups (p. 41).

The literature review revealed that much research has examined the characteristics

of leadership and managerial styles in general and those of women in particular. Research

has also asserted that women’s leadership styles suit them particularly well to certain

businesses and industries, and some studies have shown that women’s leadership can

improve a company’s bottom line. This study will supplement and augment the previous

research by examining leadership style and managerial techniques as factors in the

advancement of female executives who have achieved upper executive positions.

Motivation to Lead

Motivation to lead is defined in this study as executive women in a private or

public business with extrinsic and/or intrinsic motivation, self-determination, control over

career, decision-making power, and based on Barbuto and Story most women are focused

on self-determination to gain success (2011). Motivation to lead is constructed into the

theoretical concept of this study to examine scholarly literature to investigate the gap in

literature and whether this concept is a key factor to achievement by senior executive

women. It is important to explore existing literature to investigate if motivation to lead is

31

essential to the success of senior executive women and add new findings to the body of

literature.

Self-determination is the personal desire to motivate oneself to gain success.

Having free will is an attitude for human motivation along with individuality traits that

encompass conventional empirical techniques that are used in an organization, as was

conveyed by Ryan and Deci (2000a). A woman’s developmental propensity and natural

psychological desires are normally the core for self-motivation and personality

incorporation (Ryan & Deci, 2000a, p. 68). This process may never change related to

how women feel about their personal desires to grow in their careers.

Overall, some senior executive women are focused on self-determination and

extrinsic motivation to gain financial reward. Barbuto and Story (2011) concluded that an

individual’s motivation is significantly connected to their organizational behaviors or

external rewards. Barbuto and Story (2011) also noted achievement and organizational

behavior is significantly related to personal motivation when women in executive roles

achieve success (p. 26).

Gagne and Deci (2005) discussed that self-determination assumes autonomous

and contained motivations that vary in terms of their basic regulatory procedure. In

autonomy-supportive contexts, the environment allows for opportunity for self-initiation

and choice and provides for meaningful rationale once a choice is constrained. In a

controlling context, there tends to be pressure on how women think, react, or feel (Gagne

& Deci, 2005). The literature stated most women in senior management are self-

determined to move up the corporate ladder regardless of the glass ceiling.

32

Self-determination is also evident in Remedios and Boreham’s (2004) work,

which conveyed that most women in leadership roles are likely to be most motivated

when they consider themselves as the authors of their personal actions. This phenomenon

is described as taking ownership of their behavior along with motivational levels

(Remedios & Boreham, 2004, p. 221). Remedios and Boreham (2004) also provided an

excellent analysis of autonomy in the work place. Both researchers agreed that in a

working culture, autonomy occurs when a person has some responsibility, and with

responsibility comes pressure to respond to that accountability (Remedios & Boreham,

2004, p. 221).

Amabile (1993) discussed that motivation has been difficult for some female

organizational leaders, but as the future unfolds, the need for personal encouragement

will become more challenging (p. 185). The challenge to remain motivated is determined

by the corporate barriers women are encountered while moving up the executive ladder.

According to McGowan et al. (2012), executive women are motivated by opportunities

that will improve their circumstances and promote them as leaders. The scholarly

research identified motivators like the desire for self-fulfillment, autonomy, greater

wealth, or being their own boss as their motivation to lead (McGowan et al., 2012, p. 55).

Some women in executive positions are driven by their intrinsic desire to achieve

a personal goal. Intrinsic motivation theory is defined as a personal need to feel

competent and proud from a performed activity (McCullagh, 2005). According to

McCullagh, executive women are motivated to lead with intrinsic drive to perform

executive functions for personal gain and satisfaction. It is more of a natural capability or

personal interest that a person desires.

33

A reward or recognition for good work is not a motivating factor according to this

theory (McCullagh, 2005). Intrinsic motivation fulfills some of these women’s personal

goals; women give straight satisfaction in their personal truth, and women provide direct

satisfaction to essential psychological desires. Another aspect of premise of intrinsic

motivation is the perception of competence and how competence plays a major role in

motivation. The personal challenge arises from the individual’s feelings of satisfaction or

success from the work (Amabile, 1993, p. 188).

On the other hand, extrinsic motivation is characterized as a performance of an

action to attain an outcome (Ryan & Deci, 2000b, p. 54). Women with an extrinsic

motivation desire senior executive positions because of the monetary or material rewards

from the outcome of a performed activity. Executive women with extrinsic goals have an

outward orientation or one that is focused on external goals with worth versus their basic

need satisfaction (Ryan & Deci, 2000b). These women create and monitor their personal

goals and achieve their psychological desires for measurable success. A construct of

extrinsic motivation happens as an individual feels ambitious about exterior matters or

the work itself, such as promised incentives or expected assessments. Most likely, the

assumption is that whenever tough extrinsic motivators are put on tasks, individuals are

more likely to finish the work within expectations (Amabile, 1993, p. 188).

The reviewed literature has examined the features, characteristics, and sources of

women’s motivations to lead in business. However, evident again in the research

regarding this factor of interest in this study, is a lack of examination of women’s

motivation to lead as an influential force or contributor to their success in surpassing

34

traditional barriers in business. This study will consider motivation from that perspective

and contribute knowledge to the body of research.

Success Strategies

Success strategies was defined in this study as career goals, a sustained action, or

behavior used by women to achieve an executive position in a public or private business

(Mainiero, 1994). The researcher examined scholarly literature to connect success

strategies to the conceptual framework of this study and research question. The

highlighted literature indicated that success strategies are connected, and it is essential to

connect additional scholarly literature with the theoretical concepts as core factors to

achieve a top position in a corporate or private business.

Ragins, Townsend, and Mattis (1998) addressed strategies executive women

employed in order to break barriers to advance to the top. The first strategy was superior

performance, which is expected from senior executive women. Most of the women

ranked this strategy as crucial and very important. Women who moved beyond corporate

barriers stated how executive women consistently had to prove their capability and

needed to over-work in order to counter negative assumptions (Ragins et al., 1998, p. 29).

A second success strategy included creating a business style in order to be

comfortable with their male managers. These women had to work in an environment

predominantly within a male culture. This is normal with the male managerial model in

most corporate environments seen as masculine styles and characteristics (Ragins et al.,

1998, p. 30).

35

A third success strategy seen as crucial and important to successful women

executives was stretch assignments. Based on Ragins et al. (1998), key assignments were

seen as differential career tracking for women and men. Ragins et al. (1998) presented

that these stretch assignments are pivotal for three reasons: the assignments are good for

professional advancement and learning challenges, the assignments serve as grooming

exercises for professional tracking to an executive position, and highly visible

assignments provide access to essential decision-makers (p. 31).

A fourth success strategy for executives was mentorship. These women found that

having a mentor throughout the course of their career was critical and essential to their

career advancement. Women in the study identified that some female executives had a

male mentor to help them advance to a senior position, according to Ragins et al. (1998).

These strategies were corroborated when Moore and Rickel (1980) stated that

women who function in top executive roles are most likely seen with higher motivation

and personal achievement. In the study, high motivation, achievement, and leadership

were seen as positive attributes for women in executive roles. The higher the position, the

more women were focused on motivation, success, and their leadership ability (Moore &

Rickel, 1980, p. 318).

Further, according to Aycan (2004), success factors that influenced women’s

career advancement included high-efficacy, strong desire to succeed, positive attitude

toward mobility, and internal attribution of success. A second success factor found by

Aycan (2004) was higher educational attainment and socioeconomic status, which tended

to help some women with career advancement. A third factor related to success for

36

women was extensive work experience, knowledge, and seeking difficult and high

visibility tasks wherein performance is exceptional (Aycan, 2004, p. 457).

As an addition to the existing body of knowledge, this study will ask successful

female executives to describe the success strategies they employed as they advanced in

their careers. It will also provide further information and a distinct perspective by

inquiring whether the executives believe that the strategies truly contributed to their

ability to surpass expectations.

Career Development

This study defined career development as training, development, support, and

mentorship to progress to a senior position (Tessens et al., 2011). The researcher explored

existing literature to identify if this construct supports the research question and address

the gap in the literature. This concept is constructed within the framework of the study

that directed the exploration of the literature. It is essential to investigate if career

development is factor that contributes to senior executive women’s achievement in

corporate or private business.

Women’s careers and life responsibilities flow together with their current needs

and must be factored into an organizational model of a successful career along with

work-related concerns, according to O’Neil, Hopkins, and Bilimoria (2008, p. 729).

Women’s careers progress differently from those of their male counterparts in significant

ways related to career development; however, it is the career planning roadblocks or

barriers related to lack of training that women face in corporate American roles that

hinder them from progressing (O’Neil et al., 2008, p. 729).

37

Some previous research has posited that one factor that influences career

development for women is the social psychological aspect that relates to their mind-set.

Andrew, Coderre, and Denis (1990) asserted that women were raised to demonstrate

traits and behaviors that were not beneficial to a progressive executive role. This

temperament is often looked upon in corporate positions as not strong or adequate to

lead. Attributes like passiveness, low self-esteem, risk avoidance, and subservience meant

women were not able to obtain executive roles. Andrew et al. (1990) further stated that

female managers have to undo the inadequate socialization that was taught to them in

order to achieve a top role. The aim of this research is to understand how career

development helped frame the structure for the small number of women in executive

positions.

A woman’s decision related to career development is normally interconnected

with people, opportunities, and choices. O’Neil et al. (2008) noted that a kaleidoscope

career involves women assessing their career options in the framework of their

partnerships, constraints, and opportunities while searching for the best match (p. 729).

Women that seek career development are concerned with balance, authenticity, and the

challenges they will face depending on the career. These concerns normally alternate

over time depending upon the circumstance and importance (O’Neil et al., 2008).

Women’s career development and fulfillment are closely associated with life

issues for most modern women, and they desire to succeed both in their professional

career and their personal life (O’Neil et al., 2008). In some organizations, the modern

management style and presence of professional women has not caught up in most

executive boardrooms, top executive offices, institutions, private, or public corporations.

38

Some extremely successful women with high-ranking positions have worked hard and

consistently to build their self-brand (O’Neil et al., 2008). The women who focus on

building their self-brand concentrate on their attitude, appearance, and the knowledge to

obtain a high profile executive role in a Fortune 500 business, according to O’Neil et al.

(2008).

The numbers have increased over the years with women working, and the high

profile titles women have acquired have changed. Women in corporate America are no

longer looked upon as filling supporting roles to assist with supplementing household

incomes (Wentling, 1996). Women are committed to their careers with substantial

advancement opportunities, and professional women desire jobs with a purpose.

Executive women with the proper credentials take their professional jobs seriously, and

they are committed and want to be successful. According to Wentling (1996), women

have acquired access to almost every area of employment, and some have progressed to

specific levels in organizations; however, their access to senior roles remains limited (p.

254). The opportunities for women in career positions have increased over the years, but

several barriers still remain. The limited scholarly research does not address why so few

women reach senior executive level roles in private or public businesses.

Executive women are in the conduit with similar or greater educational levels and

skills than their male counterparts. Although women are getting more education and

experience, proportionate numbers of women are not getting up to the senior level suites

to close the gap (Marlow, Marlow, & Arnold, 2000). Career development is important for

women who want to progress in their careers. Marlow et al. (2000) presented six levels of

development along a career road that include exploration, development, verification,

39

payoff, commitment, and payback. Marlow et al. (2000) discussed the social structure

approach to career development related to the connection with social status, education,

career attainment, and wealth. Another stage of career development is related to

personality traits and occupations. A career development process should provide a

structure wherein individuals can clearly comprehend career choices and the long-term

impact of their decisions.

Although most companies recognize the need for career development programs

for women, some business institutions lack such development activities. The aim of an

effective career development program is to design opportunities wherein employers and

women benefit from improved performance and satisfaction (Marlow et al., 2000). The

key factors women look for in career development programs include mentorship,

training, career workshops, career counseling, and promotion. Marlow et al. (2000)

conferred that women are not promoted faster than their male counterparts partly because

of the level of job responsibilities. Promotion is the top-rated outcome for most women

expecting to go through a career development process.

A critical analysis of career development showed that executive women are

getting hired and promoted in both private and public organizations. Key factors that

facilitate career development for women include communication skills, education, and

competency on the job, hard work, and integrity. Women who had mentors were

successful in gaining higher positions, a better career path, and happiness with their

career progress (Marlow et al., 2000). Women who expected to move up the corporate

ladder spent their effort and time building the career through educational opportunities

40

and training. There is continuous growth among women employed and looking to achieve

better positions.

Executive women who press toward the top have their reasons for wanting a high

profile seat. There are logical reasons why women value and interpret their world as

different from men’s roles in corporate America (Linehan & Scullion, 2008). These

reasons include early socialization pressure, politics, and social difference. Traditionally,

women are seen as filling supporting roles and care-giving positions, but tradition is

changing.

An analysis of the scholarly literature revealed a consistent development of

leadership and management skills and women’s developing boundaries to help maintain a

professional position. Women are educating themselves to gain more knowledge on

leadership dynamics (O’Bannon, Garavalia, Renz, & McCarther, 2010). The literature

review on women in leadership by Songini and Gnan (2009) conveyed that women are

working harder, smarter, and giving up personal lifestyles to remain in higher roles (p.

514). The literature—with the exception of success strategies—does not identify if the

conceptual framework of this study, work-life balance, leadership and management,

motivation to lead, and career development, are factors that contribute to the success of

female leaders within business in America.

It was important for the research to find what factors contribute to 14.6% of

women in business who are senior executives who moved beyond corporate barriers. It

was also significant to identify in the limited scholarly review what was not known about

the concepts as well as what is known about the factors that contribute to a few senior

executives’ success in corporate or private business.

41

Conclusion

The literature review described the experiences of executive women as related to

the study’s theoretical framework, but the scholarly research does not clarify whether the

concepts contributed to their success. The problem of why so few women are successful

in achieving a top role is not addressed in the scholarly research. Limited literature

speaks to the experiences of career development, and research describes that some

women face challenges receiving education and training in the workplace. The lack of

career planning in most companies is an issue and some women must educate themselves

to acquire more skills. The literature discussed how work-life balance is essential, and

women struggle with the balance more often than men, but the efforts and sacrifice

required to find the balance while functioning in a top role is not presented in the

literature.

Some studies were qualitative, but did not present any success strategies that

explained how 14.6% of women in business moved to the top (Catalyst Report, 2011).

The literature described challenges that are found in major companies with women and

how the roadblocks prevent them from moving up the corporate ladder. Women who

accept leadership roles have to search for mentoring and training, while their male

counterparts are given the opportunity to receive appropriate training and mentoring.

Whether the limited scholarly studies were quantitative or qualitative, none documented

the experiences that highlighted this study’s research question to identify factors that

contribute to the success of women in senior management. The theory as to why a

42

considerably small percentage of women move beyond corporate barriers is not

addressed.

In reviewing the literature, the researcher discovered many scholarly studies

discussing women’s leadership ability and style. Executive women appointed to some

roles are known for turning the business around to increase the bottom-line results.

Women with leadership ability are achieving top roles and function efficiently once they

arrive in the executive suites, and there is evidence in the research women are effective

leaders (Sanchez-Hucles & Davis, 2010, p. 177). This research study will interview

women who have achieved success in executive corporate posts. The interview questions

will elicit information directly from these women about how they feel the factors of

career development, success strategies, work-life balance, motivation to lead, and

leadership and management styles contributed to their success within America

businesses. Thus, this study was designed in the qualitative exploratory methodology to

address the gap in the existing literature.

Chapter 3 will describe an exploratory qualitative methodology to explore the

theoretical concepts of this study and research question directing the study to address the

gap in the literature. The exploration process of in-depth interviews of 15 targeted

participants who fit the criteria of this research design will address the gap and research

question.

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CHAPTER 3. METHODOLOGY

Research Design

This study used an exploratory research design to explore the factors that

contributed to executive women’s success. Exploration is an approach and process that is

appropriate for conducting a social study; employing this research design allowed the

researcher to uncover answers to the research question (Stebbins, 2001). The research

question, What factors such as work-life balance, leadership and management style,

motivation to lead, success strategies, and career development contribute to the success of

female leaders in business?, directed this study. The exploratory design looked for

patterns in women’s descriptions of the achievement of their career goals, motivation to

lead, management style, and the attributes that led to their attaining top positions

(Seidman, 1991). According to Silverman (2006), the qualitative exploratory model is

appropriately relevant for answering a research question such as the one in this study;

furthermore, reliability of the research design is established because it puts individuals in

a position where discovery of new topics, similarities, or non-specialized interest through

in-depth interviews is possible (Stebbins, 2001).

Stebbins (2001) conveyed that during exploratory research, the researcher can

conduct a systematic and intense effort to understand the participants’ process or activity

through the interview procedure. Success was defined in this study as holding an

executive position in private or public business. This definition guided and impacted the

research question through the exploratory interviews and through interpretation of the

44

participants’ responses. The researcher ensured the face-to-face and telephone interviews

were valid by employing both dictation notes and a tape recorder to ensure accuracy.

Even if the data is weak, the generalization resulting from the interview effort has a

greater chance of being valid, based on Stebbins (2001). The indication of weak data

includes insufficient number of participants and the inability to respond to the interview

query; therefore, the researcher can make a generalization resulting from the collected

data based on the participant’s responses that fit the criteria.

Maxwell (2005) suggested that a researcher modify the research approach when

new concepts or developments arise because qualitative approaches are normally flexible

and not fixed methods. A way to adjust the study’s approach is look for additional

executive women outside the U.S., or shorten the number of participants needed to

answer the research query.

This research design allowed an interpretive approach to understanding what the

participants have seen, experienced, or heard, according to Rubin and Rubin (2006). The

interviews with 15 executive women uncovered new data, themes, and similarities, which

the researcher carefully examined to articulate the perceptions and personal experiences

and construct meaning and revelations about success factors (Crotty, 1998). Interviewing

involves learning what individuals think regarding their experiences and the beliefs under

which people operate (Rubin & Rubin, 2006). It is important to obtain as many

perspectives as possible through the interpretation of data to provide concrete

descriptions of the phenomenon of an individual’s experiences from the exploratory

interviews.

45

The researcher developed feasible structured questions with the consideration

toward the methodology, the research problem, the purpose of the study, and any

reasonable validity threats to this research study (Maxwell, 2005). The interview

questions presented to participants addressed the theory, problem, and gap in the

scholarly review:

1. Describe what motivates you to lead beyond the glass ceiling?

2. What strategies have you implemented to maintain an effective work-life

balance?

3. What specific career development practices have you implemented to achieve

an executive position?

4. Explain your management and leadership style that was significant to gaining

an executive position.

5. Discuss your success strategies that led you to an executive role.

6. Can you explain how significant it is to have a certain level of leadership and

management ability to obtain an executive position?

7. Why is it important for women that desire an executive role demonstrate a

level of motivation?

8. Describe any discrimination you experienced as a female executive in a

leadership role?

9. Explain how mentorship contributed to your advancement to an executive

position.

10. Can you discuss if all the previous topics contributed to your achievement as a

female executive?

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Sample

This research study targeted a specific group of professional women and aimed to

explore their personal experiences. The targeted participant group was senior executive

women in public or private companies with recognized success in the business for

breaking through the glass ceiling (Bierema, 1996). This study defined a successful

woman as holding a senior executive position in a private or public business, and the

researcher ensured the study participants fit the research requirements to participate.

Sampling Method

The researcher used a purposive sample as a primary method to conduct the

interviews. J. Daniel (2012) suggested using a nonprobability purposive sampling process

to select the sample from a targeted group of women. A good sampling frame was

essential to recruiting 15 executive women in a private or public business. This procedure

also helped to procure purposeful, rich information from executive women with success

strategies (Bierema, 1996).

The researcher also made use of snowball sampling to yield 15 women for this

study (Klerk, 2010). The purpose of snowball sampling was to access more senior level

executives for this research study, which the researcher was unable to accomplish. The

researcher utilized snowball sampling by asking each participant for a recommendation

of a potential targeted participant.

The key steps used for choosing a sample were to define the population, establish

criteria, develop a recruitment procedure, decide on the sample size, and select the target

number of members of the population (J. Daniel, 2012). Once the sample recruitment was

completed, the researcher scheduled the in-depth interviews and was able to generate

47

comprehensive data on the type of phenomena being studied (Kemper, Stringfield, &

Teddie, 2003).

Definition of Population

According to Rubin and Rubin (2006), finding the right participants to fit the

study makes the in-depth interviews and responses relevant. For the purpose of this

research, the targeted participant group of successful women was defined as holding a

position of chief executive officer, chief operating officer, chief financial officer, chief

marketing officer, president, or vice president.

Inclusion and Exclusion Criteria

In order to participate in this study, the members of the targeted population had to

be executive women in a public or private business. They had to have a track record of

using success strategies, had to possess a diverse professional background, and had to be

available to participate in the study. Male executives were excluded from participation, as

were women managers, directors, or supervisors.

Sample Size

The data was collected based on a sample of 15 executive women. Rubin and

Rubin (1995) believed sampling in a qualitative method must be open to adapt to the

conditions in the research field. The researcher was accommodating in the sampling

process for any unforeseen issues during the research. The sample was targeted at

executive women who have moved beyond the corporate glass ceiling. This sample size

was appropriate for the exploratory methodology to closely examine and interpret

information. All the women within the sample were required to meet the criteria to

participate in the study.

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Selection Process

Following the preceding determinations, the researcher solicited participants for

this study through business referrals with a combination of e-mail and telephone calls. All

the participants who agreed to participate were screened using the eligibility criteria. The

researcher minimized the possibility of any bias or dual relationships by seeking women

who were not close business friends.

Setting

The interviews were held in the interviewee’s office or designated location with

one tape recorder. There were no other participants in the room and the location was very

comfortable for the interview procedure. The telephone interviews were held in the

researcher’s office in privacy and recorded for accuracy along with hand written notes.

Instrumentation/Measures

The researcher functioned as the main instrument throughout the research process

of data collection of the face-to-face, in-depth interviews with structured questions (see

Appendix) and the data analysis procedure (Kvale, 2007). The researcher has no conflict

of interest with any of the proposed participants. According to Rubin and Rubin (1994),

during data collection is when the researcher comes the closest to the participants. The

researcher avoided interpreting data that would devalue or harm the participants. In this

type of research, the data collection and analysis must speak for itself (Mason, Augustyn,

& Seakhoa-King , 2010). To avoid any bias, the researcher bracketed all thoughts,

observations, feelings, and perceptions of each interview.

49

The researcher performed the process of reflection after each interview to remain

open and unbiased. Huberman and Miles (1994) suggested that a researcher bracket

personal experiences, statements, or key terms that relate directly to the phenomenon.

According to Flick (2007), the researcher should be a reflective practitioner during the

interview process. This researcher considered her role and its implications to avoid any

influence during data analysis. This researcher also considered personal understanding

and reactions after each interview to avoid the influence of conscious or unconscious

feelings on the results (Flick, 2007).

Expert Panel

The interview questions were reviewed by an expert panel to confirm their

validity. The expert panel included experienced women in the position of executive

director, director, or vice president. Each of the panel members had extensive years of

experience in a business environment. Changes were made to adjust the interview

questions to represent this study’s research question and conceptual framework. The

concern with validity in exploratory research is whether the researcher can acquire

appropriate data from an under-studied population (Stebbins, 2001). The researcher was

able to collect data from the targeted participants through personal business referrals and

the modified questions related to the research query and conceptual framework of the

study.

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Role of Researcher

The researcher had limited qualitative research experience interviewing high

profile women; therefore, the researcher conducted practice interviews and field tested

the proposed questions. Since the researcher is inexperienced in conducting data analysis,

the researcher reflected back to Hammersley (1992) and Kvale (2007) as a foundation to

conduct three levels of data analysis. An interpretative method provides both theory-

building and exploration of collected data, and the researcher carefully looked for themes,

similarities, and new data (Welch, 1994). Given that the researcher is inexperienced in

this technique, the researcher reflected back to Denzin (2001) and Willig (2012) as a

guide for interpretation.

Field Test

Kvale (2007) stated that in order for a field test to work effectively, the field

testers must be a true representation of the individuals the study intends to cover.

Therefore, the researcher tested the interview questions with two executive women who

held an executive title of vice president or above. Interviews were conducted via

telephone. The field test provided substantial feedback to assess the validity of the

research questions and the process. Since helpful feedback was received from the expert

panel, the researcher made revisions to the interview questions. The researcher assessed

the following procedures during the field test:

Were the questions clear, appropriate, and understandable for the

participants?

Were the recorded interviews sufficient and clear?

51

Were the questions answered by the participants in the proposed one-hour

and a half timeframe?

Is the telephone sufficient to conduct an interview?

Data Collection

The data collection method included an extensive one-on-one interview with 15

executive women. Each interview was audio taped with one recorder and immediately

transcribed after completion. The researcher hand wrote notes during the recorded

interviews. A confirmation letter via e-mail was sent to participants. A thank you note

was sent to the participants after completed interview.

The researcher secured all the transcribed data; therefore, no one had access to the

researcher’s personal e-mail or computer for collected data to be disclosed to anyone

outside the interview process. The researcher analyzed all the data by using a systematic

coding method. The collected data was chronologically numbered according to the

interview order. Gibbs (2007) believed the researcher should continuously and carefully

read and reread the data. The researcher repeatedly read each interview after data was

transcribed. This process included the following steps:

1. All transcribed data was reviewed for accuracy of data collection.

2. All transcribed data was reviewed for grammar, typos, unclear terms or words.

3. Researcher ensured the participants answered the interview questions.

4. The researcher confirmed clarity of interpretation of participants’ responses.

An interpretative method presents rich descriptive data that the researcher is

seeking about women executives in private and public businesses. This process is suitable

when the researcher is concerned how people construct meaning of a phenomenon or

52

under-researched area (Creswell, Hanson, Plano, & Morales, 2007). The researcher cross

checked the interpreted data, researcher’s notes, and research question to ensure validity

of the research. Flick (2007) stated that cross checking promotes the quality of a

qualitative research and the knowledge needed for the study. Each interview question was

structured specifically for women executives working in a business environment. It was

important to design questions capable of generating the data required by the exploratory

methodology (Mason et al., 2010).

Data Preparation

The researcher followed all the necessary steps to ensure reliability of the data,

and it was important to carefully protect all the collected data to ensure research validity.

A valid research study, according to Merriam (2009), entails multiple layers of data

management. The researcher conducted three levels of useful data management to ensure

validity of data. The researcher performed data identification by numbering each

interview; data preparation included highlighting and organizing each interview for data

analysis, and data manipulation pertained to correcting any language for better

interpretation. The data preparation is a process the researcher used to have clean data

during the data analysis process (Merriam, 2009).

The study reached data saturation as the data became sufficient to conduct the

data analysis procedure. Data saturation was determined by the researcher conducting a

repeated analysis process of transcribed data upon completion. The researcher reviewed

all the responses for consistency, compared each response to the interview questions,

coded commonalities and themes, identified new information, and the data proved

satisfactory; therefore, data saturation was met at Participant 15. Saturation is essential to

53

conducting qualitative research and has been described as data sufficiency and function

as collecting data until no further information is attained (Morse, 1995). The researcher

reached saturation once the interviews ceased to elicit new information in the

participants’ responses.

Many researchers use several methods of data collection to minimize cost and

maximize response rates, according to Groves et al. (2009), and therefore the researcher

used the tape recorder and notes. Open-ended questions are suitable when the objective is

to learn or explore degrees of meaning (Cooper & Schindler, 2011); for this reason, the

researcher ensured the participants answered the interview questions to produce accurate

data. All the collected data represented personal stories, professional experiences, and the

subjective viewpoints of the participants were suitable for this study.

Data Analysis

This qualitative exploratory research was appropriate for use with a small number

of targeted participants along with three types of data analysis, according to Huberman

and Miles (1994). The researcher coded the data after interpreting the interviews to

identify any themes, similarities, or new data. The researcher continued coding until data

saturation was met at Interview 15, based on Lincoln and Guba’s (1985) recommendation

to continue coding and recoding until the analysis has run its course and the data become

redundant.

The researcher displayed the transcribed data by each interview question to

interpret and code. Data display is essential to qualitative research to assist with

interpreting and coding data in a systematic format to draw a conclusion (Huberman &

54

Miles, 1994). The researcher used data display to create a matrix to cross check coded

data and interpret interviews for developing themes (Huberman & Miles, 1994). Before

the data analysis, the dictation notes and transcribed interviews were combined and

organized into an understandable format.

Qualitative data analysis involves detection of data to define, interpret, explore,

and categorize for the analysis process (Huberman & Miles, 1994). The content analysis

was organized to evaluate each participant’s responses to determine a general theme. The

initial development of categories of responses started with the open coding procedure,

and entailed data simplification to break up and categorize the information into simple

clusters. This process entailed identifying and organizing themes recognized from the

data collection.

The data analysis is a primary step to search for themes. This process has the

flexibility to recognize patterns seen during the examination of the data (Cooper &

Schindler, 2011). The researcher acknowledged and grouped themes identified from the

content analysis. The participants’ statements were used to generate as many groups as

needed to capture all possible trends or similarities (Patton, 2002). The data went through

a process of testing and assurance to cross-reference collected data with the coding

process. The testing included categories that answer the research question; the data was

placed in relevant and exclusive groupings. Rubin and Rubin (2006) stated that analysis

is a very dynamic process for interpreting and producing multiple meanings of

experiences of the executive women.

A descriptive report of the data was aligned with the hermeneutics view. The

hermeneutic theory helps a researcher to gain a deeper understanding and meaning of the

55

data to uncover hidden meaning in the text that goes beyond the researcher’s awareness

and allows the sharing of meaning among the participants (Crotty, 1998). Direct

statements from the participants were used to support the common themes. The

interpreted text expressed an explicit awareness of meaning, experiences, beliefs, and

values from the participants. All quotes and figures support any assumptions and the

commonalities uncovered within the data from the participants. The researcher, according

to Jones, Brown, and Holloway (2013), ensured the quotes, data, and conclusions are

consistent. The quotes and examples supported the findings to provide research validity.

Participants’ quotes helped the reader judge how the themes were developed from the

research.

Validity and Reliability

Saldaña (2011) believed the researcher should provide a credible research study

by detailing the findings through interpretation and descriptive data analysis to ensure

credibility. According to Saldaña (2011), it is proper practice that if something goes

wrong during a qualitative exploratory research, the researcher must provide a level of

transparency, trustworthiness, and credibility for the study. The researcher operated with

a level of integrity by detailing the research steps of uncovering new knowledge,

generalizations, and themes during the interviews and data analysis (Saldaña, 2011). All

the transcribed data is true and a clear description of the participants’ responses.

The data collection procedure was transparent to ensure trustworthiness of the

relationship between the interviewee and interviewer. According to Haverkamp (2005),

trustworthiness and credibility between the researcher and the participants is important

56

throughout an exploratory design. This qualitative exploratory method is fundamentally

relational, and researchers must assume a fiduciary role in regards to the participants,

data collection, and analysis. The fiduciary relationship must involve trust to produce

ethical research that accurately represents the subjects being studied. The researcher

provided creditable and dependable data throughout the process by aligning with the

descriptive and interpretative study procedure.

The researcher provided accurate descriptions of the collected data related to the

participants’ experiences. All the data was precisely coded based on the trustworthiness

and credibility of the participants. For the intent of this study, the researcher verified the

accuracy of the audio recording by checking throughout the interview process. The

confirmability procedure of the interviews allowed the researcher to ensure the collected

data was reliable.

The transferability was based on the responses from the interviews and population

being studied. The researcher’s experience in organization and management provided

dependability for data collection and the trustworthiness to accurately analyze the facts.

The strength of the collection process and data analysis is transferable to other

populations. Rubin and Rubin (2006) stated the transparency of a qualitative exploratory

design allows any reader to assess the thoroughness of the method to ensure credibility.

The data analysis process was transparent to ensure the trustworthiness of the coded

categories was utilized.

The researcher honored privacy and confidentiality during transcription of data to

protect the participant (Gibbs, 2007). The participants’ names, were coded to protect

privacy and to ensure anonymity, and transcribed data were kept confidential. The

57

informed consent form, signed by all participants, explained the purpose of the research

and expectations of the participants (Flick, 2007). All participants were protected from

any harm, distress, or discomfort. The researcher protected the credibility and

trustworthiness of the data by gaining an accurate or true representation of the under

studied population through in-depth interviews (Stebbins, 2001).

Ethical Considerations

The researcher has an ethical obligation to each respondent. One obligation is the

application of the beneficence principal to minimize harm and maximize benefit to each

respondent. The researcher ensured there was no risk or harm to the respondents during

the data collection. Participation in the study was voluntary, therefore, privacy and

security was enforced upon receiving raw data from each interview. A second approach

was to make certain justice was in place to have equal balance between the research and

anyone who might benefit from it (Groves et al., 2009).

Flick (2007) stated that a major part of research is the ethical dilemmas

researchers may face during data collection and in the field. The researcher avoided

errors of omission and commission when dealing with the collected data. Based on the

scientific method, observation must be verified. It is essential that noteworthy data is not

omitted or created the researcher will be guilty of falsifying results (Swanson & Holton,

2005). The APA code of conduct of qualitative research standards and methods was

applied and all procedures reflected ethical decisions (Haverkamp, 2005). Gibbs (2007)

stated interpretation of data should be fair to the research participant. The researcher

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viewed the interview process as data being collected reflecting on the reality of the

interviewee. The data collected was used as a resource for the data analysis process.

Conclusion

Chapter 3 described the research design used to conduct this study and data

collection of 15 executive women in a corporate and private business. This method was

selected based on the limited literature pertaining to success factors of senior executive

women and the exploratory nature with qualitative research (Creswell, 1994). Maxwell

(2005) stated a qualitative method is practical for obtaining insight into participants’

experiences to understand their background and how it affected their behavior. The

research findings in the next chapter focused on this study’s research question, the

problem, and the theory as to why so few women progress to an executive position. The

findings represented the results of the exploration of the 15 interview participants’

personal experiences and perceptions and not the researcher’s preconceived notions. The

importance of the researcher was to exhibit how the findings can be substantiated through

the precise data. All the data can be traced back to their original sources, which is through

the research participants.

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CHAPTER 4. RESULTS

Introduction

The purpose of this research study was to explore factors that contributed to the

success of executive women who progressed to an upper management position within a

business in America, through a qualitative exploratory approach. The foundation of this

methodology provided the opportunity to conduct an exploration of the theoretical

concept. This research approach addressed the research question, What factors such as

work-life balance, leadership and management style, career development, success

strategies, and motivation to lead contribute to the success of female leaders within

businesses?

Chapter 1 presented the significance and background of this study. Chapter 2

contained a review of the existing limited scholarly literature. Chapter 3 outlined the

framework of the exploratory methodology and research design. This chapter presents the

findings from the data collection and analysis of the research study. The information

collected from 15 senior executive women with positions that did not rank lower than

vice president added to the findings. The breakdown of the women’s titles included seven

executive women with the title of CEO/President; six participants who were Senior Vice

Presidents, one Chief Human Resource Officer, and one Chief Operating Officer (See

Figure 2).

The findings are a complete data collection linked to the interview questions that

answered this research query. The researcher interviewed senior executive women via the

60

telephone or in person, and all participants answered 10 in-depth questions. The

responses were electronically recorded with additional information recorded by hand.

The recordings, including hand-written notes, totaled 760 hours. Data saturation was met,

and at that point the researcher stopped interviewing. This qualitative exploratory

research method allowed the researcher to explore, examine, and closely investigate the

collected data.

Sample Description

Using purposive sampling, the researcher targeted a select group of senior

management women in private or public business. The researcher also supplemented with

snowball sampling and generated a total of 15 study participants to ensure research

validity. Some women were referred by participants or business contacts who met the

study requirements to take part in the research. The purposive sample yielded participants

who fit the descriptive requirement of holding a position of senior vice president or above

(See Figure 2).

Figure 2. Analysis of participants’ job position.

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Sample Frame

The sample frame is an important component to the success of this

methodological approach and was the means whereby the researcher limited the quantity

of data required for this study. Sampling, based on Rubin and Rubin (2006), requires

specific criteria for participants so that they can respond to the study’s interview

questions. The researcher utilized the sample criteria to control and justify the data

needed for this research study. The sample frame was identified as senior executive

women in private or public business who hold a position of vice president or above and

who fit the criteria for participation in the study. Participants also had to have a track

record of using success strategies, had to possess a diverse professional background, and

had to be available to participate in the study.

Methodological Approach

Using this qualitative exploratory method, the researcher looked for consistent

patterns in women’s achievement of their career goals. The researcher also explored

participants’ motivation to lead, success strategies, management style, career

development, mentorship, and attributes that led to their attaining top positions (Seidman,

1991). Swanson and Holton (2005) described qualitative methods as studies focused on

how individuals think a certain way, experience different issues, and develop certain

ideas. This approach develops a cognitive process for identifying what we know, what we

experience, and what we do not know. This process of thinking is linked to

epistemologies on how individuals think and know (Crotty, 1998); therefore, the women

experienced various career strategies and had different knowledge bases that helped them

62

obtain senior executive-level positions. Since a qualitative exploratory approach is

normally adaptable and not restricted to methods, according to Maxwell (2005), an

interpretative method was utilized to translate the data.

Multi-Level Data Analysis

Level 1

Upon completion of each interview, the researcher played back the interviews to

ensure accuracy of the audio recorder. The researcher electronically sent the interviews to

the transcriber. Then, the researcher reviewed each interview independently along with

the hand-written notes to guarantee imperative data was appropriate to the interview

question. Next, the researcher sorted and color coded all the collected data into categories

for description, logic, and interpretation of meaning (Cooper & Schindler, 2011). This

process was repeated in the same way with each interview. This first level of data

analysis included summarizing, coding, and organizing the information for the data

display wherein the researcher categorized all the coded responses and matched them to

the pertinent interview question. The data display sheet and hand-written notes were

cross-checked for inaccuracy, errors, or typos. According to Cooper and Schindler

(2011), this process is as important as the first step of editing the raw data for error,

typos, and omission to maximize the quality of the data.

Level 2

The second level of analysis included a systematic process, the inductive analysis

approach, which allowed the researcher to submerge deeply into the data by repeatedly

reviewing the interview questions, transcribed responses, and hand-written notes to

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deeply analyze and interpret (Swanson & Holton, 2005). The researcher used the

inductive analysis approach of detailed reading of data created from the interviews to

obtain perceptions, and themes appeared through interpretation of the collected data

(Thomas, 2006). According to Thomas (2006), inductive analysis is a systematic and

general process used for analyzing qualitative data where the analysis is most definitely

conducted by evaluation of purpose.

During the second level of data analysis, the researcher examined whether the

research participants responded to the interview questions. Once key words or phrases

were identified, the researcher continued coding essential words. This data analysis step

was repeated several times until all data responses were saturated with commonalities or

similarities and provided evidence that the interview questions had been answered. The

researcher removed comments that were not related to the study and reviewed them later

to incorporate into the findings as themes. Swanson and Holton (2005) stated that in

order to start data analysis, the data collection must be presented in an easily readable

format (p. 240). The inductive analysis approach helped identify themes related to the

research query and interview questions. The researcher examined the data to analyze new

data or concepts that had not been asked within the context of the interview questions. As

new information developed through close examination of the data, the researcher

highlighted the newly revealed data as additional themes. Based on Swanson and

Holton’s (2005) recommendations, creating the data display allowed the researcher to

reveal where and how often new information appeared in the data.

This approach also allowed the researcher to find the initial themes mentioned

during the interview process to explore how often each appeared in the data. The

64

researcher carefully examined, cross-checked, and compared the initial themes

(understanding your purpose, having good listening skills, adapting to work

environments, being able to accomplish work, and delegating responsibility) and found

that they each had been revealed twice within the context of the interview questions with

the exception of one theme (having good listening skills) being uncovered three times. In

qualitative research, counting is a means whereby the researcher views themes to

recognize significant issues, and themes are given precedence in the qualitative

exploration process to identify any problems, according to Ereaut (2002).

Although the researcher had not inquired about the initial themes per se, the

participants disclosed their perceptions within the foundation of the interview questions.

These themes related to this study research question and connected to the executive

women’s experiences (Table 2). Based on Swanson and Holton (2005), qualitative data

analysis is similar to understanding an abstract; the researcher is attempting to discern the

participants’ professional experiences through data interpretation. The researcher

carefully examined the initial themes with the theoretical concept directing the study to

evaluate if they met the criteria of themes and merited any further review. According to

Ereaut (2002), it is important that themes are given appropriate precedence to explore

significance and to determine if they are relevant to the study (p. 122). The initial five

themes were not mentioned a sufficient number of times to be considered solid evidence;

therefore, the researcher continued to explore the data until additional themes were

exposed.

Level 3

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The researcher conducted a third data analysis to uncover additional themes by

using the inductive analysis approach and summarizing the initial themes to compare

with additional themes. The researcher associated the themes within the context of the

interview questions and linked them to the research question (Table 1). Although the

researcher did not ask about the additional themes, the participants discussed the themes

within the foundation of the interview questions. Themes are established as the repeated

responses by the participants within the context of the interview questions.

The additional themes were mentioned at least five times within the context of the

interview questions. The participants indicated four themes that influenced their ability to

achieve success as executives: (a) having the confidence to make tough decisions at the

senior level (Participant 8 stated that the ability to have decision-making skills is the

underpinning of success.), (b) trusting in their faith/spirituality and inspiration as factors

that influence motivation to lead and management and leadership ability (Participant 1

spoke about needing a solid spiritual foundation as a leader.), (c) valuing team effort, as

established by supporting and caring for the team (Participant 9 spoke of how she built a

solid team around herself to achieve her success.), and (d) constantly working hard to

prove their worth as a female executive (Participant 9 spoke about how executive women

have to work harder to prove themselves and their value.). According to Swanson and

Holton (2005), highlighted categories must mirror the rationale of the research and

should respond to the study’s research question (p. 242).

In the third level of analysis, the researcher used inductive analysis, wherein the

data were tested for consistency with past assumptions or theories identified by the

study’s researcher (Thomas, 2006, p. 238). The researcher reviewed the limited scholarly

66

literature to evaluate the themes developed from the data. Based on Thomas (2006), most

qualitative research studies incorporate inductive and deductive analytical approaches. In

conclusion, the four themes, having the confidence to make tough decisions, trusting in

their faith/spirituality and inspiration, valuing team effort, and constantly working hard to

prove their worth, which were uncovered during the data analysis, correlated with the

theoretical conceptual framework of the exploratory methodology and the research

question (See Figure 4). The targeted participants’ thoughts, stories, personal

experiences, and perceptions correlated with the revealed themes and commonalities (See

Figure 3).

Figure 3. Correlation of themes and commonalities.

Themes:

Having the confidence to

make tough decisions

Trusting their

faith/spirituality and

inspiration

Valuing team effort

Constantly working hard

to prove their worth

Senior Executive Women

n

Commonalities:

Consistent

Created Balance

Determined

Excellence

Focus

67

Table 1. Additional Themes Coded by Pertinent Interview Question Theme Pertinent Interview Question

Having the confidence to

make tough decisions

Q6. Can you explain how significant it is to have a certain level

of leadership and management ability to obtain an executive

position?

Q7. Why is it important for women who desire an executive role

to demonstrate a level of motivation?

Trusting in faith/spirituality

and inspiration

Q1. Describe what motivates you to lead beyond the glass

ceiling?

Q3. What specific career development practices have you

implemented to achieve an executive position?

Q4. Explain your management and leadership style that was

significant to gaining an executive position.

Q6. Can you explain how significant it is to have a certain level

of leadership and management ability to obtain an executive

position?

Valuing team effort Q2. What strategies have you implemented to maintain an

effective work-life balance?

Q4. Explain your management and leadership style that was

significant to gaining an executive position.

Q6. Can you explain how significant it is to have a certain level

of leadership and management ability to obtain an executive

position?

Constantly working hard to

prove their worth

Q1. Describe what motivates you to lead beyond the glass

ceiling?

Q3. What specific career development practices have you

implemented to achieve an executive position?

Q5. Discuss your success strategies that led you to an executive

role.

Q6. Can you explain how significant it is to have a certain level

of leadership and management ability to obtain an executive

position?

Q7. Why is it important for women who desire an executive role

demonstrate a level of motivation?

Q9. Explain how mentorship contributed to your advancement

to an executive position.

Q10. Can you discuss if all the previous topics contributed to

your achievement as a female executive?

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Table 2. Initial Themes Coded by Pertinent Interview Questions Theme Pertinent Interview Question

Understanding your purpose Q1. Describe what motives you to lead beyond the glass ceiling?

Q5. Discuss your strategies that led you to an executive role.

Having good listening skills Q4. Explain your management and leadership style that was

significant to gaining an executive position.

Q5. Discuss your strategies that led you to an executive role.

Adapting to work

environments

Q4. Explain your management and leadership style that was

significant to gaining an executive position.

Being able to accomplish

work

Q1. Describe what motives you to lead beyond the glass ceiling?

Q5. Discuss your strategies that led you to an executive role.

Delegating responsibility Q4. Explain your management and leadership style that was

significant to gaining an executive position.

Having the Confidence to Make Tough Decisions

All the women expressed the importance of having the confidence to make tough

decisions at the senior level. Participant 8 stated, “Your ability to have decision-making

skills is the underpinning of your success.” Participant 11 spoke in detail about the ability

“as a senior executive to become a good decision maker and have confidence and it is

good to watch other executive women’s decision-making skills to learn how to be

effective.” Two participants spoke about making tough decisions. Participants 2 and 6

shared similar sentiments about making difficult decisions, and to not be afraid because it

comes with leadership positions. The ability to process and analyze decisions was

acknowledged by Participants 7 and 14 as essential for women in senior roles.

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Trusting in Faith/Spirituality and Inspiration

All the participants openly discussed how their faith helped them get to the top in

their career. Participant 5 disclosed that “going beyond what I can see and using my

spirituality to operate beyond boundaries” was important to her executive role.

Participant 8 stated, “I like being an inspiration to others and I am inspired by my ability

as an invitational leader.” Participant 3 related that “faith in God has made me successful

and inspiring others under me was important.”

Participant 10 disclosed how her “strong faith is what drives [her] as a leader.”

Faith and spirituality consistently emerged as a theme in responses throughout several

interviews, specifically during the success strategies query, and the question about what

motivated the participants to move beyond the glass ceiling. Finally, Participant 1

asserted that “you also need to have a solid spiritual foundation” as a leader.

Valuing Team Effort

The term team was discussed by all the executive women during the leadership

and management query. The executive women in the study were not directly asked about

their team effort, but Participant 9 specifically discussed how “being honest, open, and

direct” with her team and ensuring having a good team is important to her success.

Participant 15 stated, “I expect my team to own their work,” and another participant

openly disclosed, “I care about my team” (Participant 13). The findings revealed these

women valued team effort and were respected for pulling people up the corporate ladder

with them. It was interesting to see in the findings that all the women disclosed their

personal stories to show how they effectively led and managed their teams.

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Constantly Working Hard to Prove their Worth

Every participant expressed that working hard was essential to achieving top

executive roles in their organizations. Participant 1 stated, “I can accomplish whatever if

I work hard and bring the right stroke.” A second study participant disclosed that “I

always worked, and this is a part of my success” (Participant 13). Participant 3 candidly

stated, “I never let anyone work harder than me, and I work hard on every project.” Hard

work was described by the women as doing their very best, delivering results, letting their

work speak volumes, and being credible. Participant 9 disclosed that “executive women

have to work harder to prove themselves and their value.”

The research study findings uncovered a consistent theme related to women’s

working harder than others to become executives. The findings suggested executive

women who work harder move up the corporate ladder. All the participants believed

working hard was essential to their careers when it brought positive results and profits.

This key result is in alignment with the literature review. According to the existing

literature, women must work harder within a predominantly male managerial model to

prove their ability and maintain their positions as leaders in most corporate environments

(Ragins et al., 1998, p. 30). Women in the study spoke vividly about their efforts in

working hard by exceeding expectations.

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Figure 4. Themes correlated to the research question and conceptual framework.

Data and Findings

The following presentation of findings provided the foundation of an explanation

as to why only 14.6% of women in business (Catalyst, 2011) move beyond the glass

ceiling to a role of vice president or higher. The theoretical concept was based on the

specific factors that contributed to their achievements. In general, the participants’

responses indicated that they could aspire to advance beyond the glass ceiling and that

establishing work-life boundaries was important. The women were proactive regarding

their career development planning, and they exercised effective leadership and

management techniques as they led their teams. Success strategies were important to their

accomplishments, motivation was the fuel for positive results, and they did not

experience discrimination as a barrier. Participants saw mentorship as essential to

achievement of a senior level position, and participants stated that all the interview topics

Themes:

Having the Confidence to

make Tough Decisions

Trusting Faith/Spirituality

and Inspiration

Valuing Team Effort

Constantly Working Hard

to Prove their Worth

Research Question

Conceptual Framework

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related to motivation to lead, balance, career development, success strategies, leadership

and management contributed to their personal success. Following are more specific

examples of the content rich responses provided by the executives. According to T.

Daniel (2004), senior executive women with heightened management and leadership

skills, work knowledge, and motivation to achieve success will continue to play an

increasing role in top business positions.

Interview Q1. Describe What Motivates You to Lead Beyond the Glass Ceiling

Each interview participant responded to this interview question with humility and

most explicitly described, “breaking traditional leadership roles in the nonprofit sector by

leading ahead of the curve and use more commercial business strategies to bring funding

sources to our efforts” (Participant 7); “I completely eliminate the box [rather than just

working outside it] and break expectations beyond what has been done to achieve career

goals” (Participant 5); working hard as an executive to “deliver results and perform in

excellence” (Participant 12); and using invitational leadership “that creates opportunities

for others to be engaged and feel they have a chance to be successful with their goals”

(Participant 8). The women described these actions as their motivations to move beyond

obstacles presented in their career path to a senior executive role.

Participant 5: I believe in going beyond what you can imagine and using different

abilities to accomplish my professional goals, to emotionally or spiritually

consider what has not been done. I am an individual that will tell you, “Don’t just

think outside the box; completely eliminate the box.” It’s been a motivating factor

for me to try to strive beyond what’s known.

Participant 6: I do not think much about the glass ceiling because it does not exist

in a sense to me. I always think about being the best, and I think being the best,

you automatically go through the glass ceiling.

Participant 7: Breaking the glass ceiling means breaking expectations of doing

what is considered traditional leadership in the non-profit sector.

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Participant 8: What motivates me in leadership is the desire to really be an

inspiration to others. I am inspired by invitational leadership.

Participant 10: I believe being around other people that are inspirational allowed

me to go beyond. I think a key thing is understand your purpose. Also, I just have

such a strong faith, and it is what really drives me to move beyond business

obstacles.

Finally, during the data analysis, the rich data revealed a strong connection

between spirituality and accomplishment in the responses to Q1 by each of the women.

Interview Participant 13 spoke vividly on this topic, “I had a sense of accomplishment to

make a difference, to change, and contribute.” Her motivation may have been to stand out

and pave the road for other women. Participant 13 spoke sincerely about how her

“inspiration and spirituality” helped her push through what her father desired: “It reminds

me when I was going to a university, my dad said get my degree, and one day you will be

an administrative assistant. That was his aspiration for me, but I wanted to prove him

different.”

Interview Q2. What Strategies Have You Implemented to Maintain an Effective

Work-life Balance?

The study participants disclosed strategies that allowed them to have a better

work-life balance to achieve success. Some participants openly admitted to struggling to

achieve it, but they understood the importance of having balance and expressed that they

were responsible for taking the necessary action to achieve that balance. Everyone had

their personal process for balancing family, friends, work, and personal time. Two

participants openly admitted that they were not very good with work-life balance at first

and discussed how they had to make instantaneous changes to put family along with

personal life first. Participant 2 stated,

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A strategy I had to put in place was to learn how to put my family first. I was not

good at work-life balance for most of my professional career. I made a conscious

decision to make the change with putting family first, and it’s been successful.

Participant 8 admitted, “I know what the ingredients are, but I have not practiced it until

now by making the decision to relocate, and I recognize at the executive leadership that

balance is even more essential.” Participant13 conveyed that a different perspective on

the concept of balance had helped her: “Work-life balance is not 50-50. It’s 20% personal

life and 80% business or vice versa. You have to realize that it does not always have to be

50-50.”

Other participants felt that placing boundaries and taking charge of their calendars

to schedule work-life balance was a successful strategy. One participant used technology

such as cell phones, e-mail, and laptops to have better work-life balance.

Participant 5: I set the boundaries to always keep my life, family life, and my

work life balance in check. I recognize that in executive leadership the balance is

even more essential than if you were not operating at this level.

Participant 12: These strategies helped mitigate the job from completely taking

over my life so I had a very proscriptive daily routine, which involves at least one

hour of exercise, Bible reading, and meditation.

Participant 15: I look at technology as a blessing and I feel like my iPhone that

has my e-mail and cell, obviously, for work is a tool that helps me to have better

work-life balance. I can spend time with my family, take breaks, check e-mails,

follow up, and still do the work that I need to do after hours and on the weekends

because of the technology that’s now in place.

Interview Q3. What Specific Career Development Practices Have You Implemented

to Achieve an Executive Position?

Career development was essential to everyone’s career position. All the women

strongly believed in their careers and education. They were very proactive and aggressive

about ensuring they were equipped and experienced for their senior role. Some

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participants went back to school to get MBAs, and some continued with additional

training or certifications.

Participant 2: I went back to school to get a MBA in finance while working.

Participant 9: I finished two undergraduate programs and received a certificate in

the training and development field. I went back and got a MBA. I studied for and

successfully passed the Senior Professional in Human Resources certification

exam.

All participants felt fully accountable for getting the necessary development.

None of the women depended upon the company to provide programs or training. Each

participant discussed how she was driven or knew when it was time to get additional

educational training. Participant 8 stated that she was “deliberate about training classes

that speaks to how to become a better leader and being on top of issues related to my field

by reading and researching training classes”. Participant 14 spoke about attending many

seminars and training programs related to her industry to grow and develop. Participant

12 stated she fosters “my own learning” and allocates a certain amount of money to cover

training classes within her field.

Although the women were not specifically asked about mentorship within the

context of this question, many of the women discussed how their mentors helped them

make decisions about their educational and personal development needs.

Participant 5: Whatever the career, you have to know your market, marketability

as a person, weaknesses, strengths, and then educate yourself. Find a mentor that

you can trust that has been successful in the field of your expertise, really listen,

and look before you speak.

Participant 15: One of my mentors is my college professor. She has guided me

throughout my career and actually has been partly responsible for every job that I

have ever had. I make sure to take courses to ensure that my skills are sharp and

doing things like professional coaching.

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Participant 8 was very explicit about how she valued and measured her career

development by her leader’s decision to recruit her if they moved to another role. She

spoke passionately about her career development:

I am guided by what is going to make me a valuable contributor wherever I am

working. If I was working for someone and they were leaving, would I be on the

list of people they would want to take with them to their next journey? This is a

sort of measure to ensure that I am working from a point of competency. I can

bring thought leadership, be competent, and these things take a deliberate

investment of time. My career development continues with reading, researching,

looking for training, great examples of people that I admire, and examining what

they do that speaks to how you want to be as a leader. I exercise my leadership by

being very intentional about lining these elements up and giving it attention on a

weekly basis.

The following participants specifically discussed how they were driven by

learning and fostering their own career development. A few of the participants had

opportunities to participate in career development programs provided at their place of

employment. The data analysis revealed that women were driven, accountable, and

wanted to learn more to excel to an executive role. They were fully aware that career

development was an important component to upward mobility in their organizations.

Participant 11: The company that I work for provides a professional coach, and

that has always afforded me the opportunity to stay focused on what I need to

continue to develop and grow. I always had a mentor that was the most effective

process.

Participant 13: I never really had a plan as far as specific career development. It

was the drive of learning, reading, taking courses, and joining groups to learn.

Interview Q4. Explain your Management and Leadership Style that was Significant

to Gaining an Executive Position

During the data analysis, participants’ responses indicated they were aware of and

had considered their leadership and management styles. For example, Participant 15

related the laid-back leadership approach by “not micro-managing my team and giving

directions with expectations that people own their work and I certainly do regular check-

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in with my team by holding bi-weekly meetings.” In addition, data analysis revealed that

participants had common interest in team building and helping other women be

successful. The women emphasized their desire to lead their teams by example and

surround themselves with talented individuals. Each respondent felt that her success as a

leader was related to how adaptive, effective, and responsible she was toward the

management of teams.

Participant 1: My life-long learning has turned me into an adaptive leader. It

trained me to listen intently, and what I am known for is listening to problems,

thinking about them, and coming up with solutions.

Participant 2: I surround myself with people that are talented and responsible to

build a team. It’s really about the team you put together, and the investment that

individuals put into the team.

Participant 3: If you are in a leadership role, it is important to delegate, inspire,

and encourage people. I did what I had to do to help people grow. It is giving

people opportunities. Let them see the goal, vision, and help them to obtain their

dreams and their visions.

Participant 4: I try to bring people along with enthusiasm. This tends to be the

way that I lead because of the love, and I try to instill that in my team.

Participant 8: My management style has defined me as a participatory or shared

leadership model with all my teams. I am an inclusive leader in how I manage my

teams, and how I delegate responsibility to have trust in that delegation. Create

the space for people on the team to feel they have an opportunity to be successful.

Management is a shared leadership and participatory across the team. It is

important to be a pathway to success, and have the ability to produce results.

Participant 11: I think it’s important to surround myself with people that are

smarter and bring a skill set that’s different that supports the team.

A second portion of the question related to their management style. Most women

responded with descriptions illustrating a participative approach and providing

transparency as integral part of managing their teams. They spoke very highly about

operating with a level of confidence and integrity in their management of individuals.

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The women all felt a sense of ownership and accountability for ensuring their team knew

they were genuine.

Participant 12: I considered my job as the lead to deliver results for the

organization. I did not ever in my career have a situation where I was assigned to

do something, and I did not get it done. I always figured out what are the results

that have to be delivered. I always strived for high performance. Participant 14: I

believe what helped my progression to the executive level was gaining a certain

amount of confidence. I gained confidence in my abilities through experience and

success. I always worked hard and put a lot of time in my career; that is my

leadership style.

Participant 15: My management and leadership style is laid back in terms of style.

I give direction and expect my team to have ownership of their work. I have

specific routines in place; however, I try to lead by example as an inspirational or

motivational leader.

Interview Q5. Discuss your Success Strategies that Led You to an Executive Role

Each participant responded to this question by providing clear descriptions of

success strategies, such as having a positive attitude and tone, being a willing contributor

to the executive team, and being an excellent listener. Most of the executive women felt

that putting strategies in place were beneficial and important to their professional careers.

They highlighted their efforts of working hard, doing extraordinary things, and delivering

results. Success strategies for the women included distinguishing themselves from others

to achieve personal goals.

Participant 1: A strategy for me is always displaying a positive tone with senior

executives, thinking, and being a willing contributor.

Participant 2: If you are given an opportunity to participate or lead a project at an

executive level, you need to deliver. A success strategy for me is listening and

allowing individuals alternatives to make decisions.

Participant 4: Your actions speak volumes, and this was a success strategy for me.

Participant 5: A success strategy for me was doing the very best, improving

myself, and when you do the extraordinary, it only happens when you are

extraordinary.

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Participant 6: Three success strategies is knowing I am a connector and

connections are important, managing the flow of information, and apologizing

when I am wrong.

Participant 7: A success strategy is being a good observer, good listener,

processing, and analyzing decisions.

The women spoke about the need to know their strengths and to constantly evolve

during their entire career. Participant 12 stated it was important to “know what you bring

to the party.” The executive women were very powerfully in agreement about being their

very best in everything to deliver results. Some of the findings uncovered that most of the

executive women preferred to allow their actions to speak to show results and

accomplishments.

Participant 9: My success has come from understated accomplishments by letting

results speak for themselves.

Participant 12: A strategy for me is know what you bring to the party, know your

strengths, and make sure to continuously evolve. Whatever your strengths,

discipline, and functional area are, have tangible evidence. Other success

strategies include networking, relationships, and learning and gaining skills are

critical as well as not quitting. Another success strategy is professional credentials

and blue ribbon credentials.

Participant 13: It’s always being your best in just about everything and creating a

peer group. The strategies for success are understanding who I am, strengths, and

conducting a personal S.W.O.T.[strengths, weaknesses, opportunities, and threats]

analysis.

Participant 15: I believe very strongly in purpose and having a plan. My key

success strategy is having a plan, getting everyone on board with the plan, both

personally and professionally, to meet those goals.

Interview Q6. Can You Explain how Significant it is to Have a Certain Level of

Leadership and Management Ability to Obtain an Executive Position?

The interview findings for this question promoted the executive women to discuss

their ability to manage and lead. The ability to lead is different from the style a manager

chooses to use. Similarities found in the responses included understanding the

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environment in order to grow it, developing opportunities for the team, and taking

ownership of the work to produce results. The executive women felt they were

responsible for taking control over their areas to deliver results and effectively represent

their teams.

Participant 1: The biggest learning for me was to back up and let the team surge

forward. I had to take up less space because my title amplifies my voice.

Participant 2: It’s about how you give opportunities to your team, how you

develop others and identify talent; this makes a difference in really being a leader.

Participant 3: Leadership abilities are important because you never know who is

watching you. People watch to see if you have the leadership ability throughout,

and not just in the beginning.

Participant 3: For me, leadership ability is about understanding your surroundings,

understand how to take control of your environment, and take it where you need it

to go.

Participant 4: When it comes to leadership and managing, you have to be willing

to take ownership of whatever area you are responsible for. You own it and it is

your job to make it work right, and you have to have a team that believes the same

way.

Participant 5 discussed how management and leadership style could be taught, but

decision-making skill comes over time as confidence increases (Participant 11). The

majority of the women spoke about the ability to make decisions, especially tough

decisions. Each participant expressed that there is significant value in having this ability.

Participant 5: I always believe in improving my leadership and management

abilities to fit my style of leadership. It seemed as though the individuals that I

attracted were very cooperative and harmonizing with the whole organization.

Participant 6: You have to want to make tough decisions and have the ability to

make the tough decision as a leader.

Participant 7: The reality is nothing is black and white; you are dealing with

people, and there is always going to be a grey area. I believe what is really

important in leadership is to have a certain level of temperament. You have to

move out of a situation at a certain point and really be able to observe how to

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manage or deal with the issue. For my leadership and management ability, I rely

on my spirituality to help me, to guide me, and to make decisions.

Participant 8: This factor is important because ability means not so much, just

your competence, but your ability to exercise certain skills of judgment,

discernment, making decisions, taking initiative, and managing all kinds of

various stakeholders in your environment. The ability to multi-task and to know

how to prioritize is a key ability. These things are really the underpinning of your

success as much as your competencies in a more academic and rigorous way.

Interview Q7: Why is it Important for Women who Desire an Executive Role to

Demonstrate a Level of Motivation?

All the women felt strongly that the motivation to succeed comes from within,

and expressed that if a person does not have that inner motivation, she will not be able to

sustain her career. Participants generally agreed that it is very difficult to surge forward in

the role or the company without proper motivation to do so. Motivation requires having

internal desires, motives, energy, and passion, as most participants responded very

passionately to this question. Participant 8 disclosed, “Motivation cannot be taught.”

Participant 5 stated that “motivation is the key to success and is the fuel for positive

outcomes.” Several participants contributed the following thoughts about motivation, and

all the participants agreed that motivation to lead was essential to have as a woman

executive.

Participant 3: You have to have some basic motivation internally to want to be

successful, and that begins within.

Participant 4: You can be motivated, but it’s how you are able to handle

discussions and controversial issues in a way that you have to understand your

audience and who you are dealing with.

Participant 5: I believe without motivation the organization cannot go forward.

The importance of the motivating force is energy, passion, and you cannot really

manifest anything in your life. You must have motivation and passion because it

is the fuel. I believe motivation is critical to success.

Participant 6: It is important to demonstrate a level of motivation and lead by

example with a vision.

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Participant 8: If you are not motivated by your commitment to leadership, it is a

non-starter because there is a demand of all kinds from intellectually, emotionally,

physically, mentally, and your ability to thrive in that role starts from motivation.

Motivation comes from within, and you cannot teach motivation. You have to

find your lane—the sweet spot that speaks to your passion as well as your ability

and skills.

Interview Q8: Describe any Discrimination You Experienced as a Female Executive

in a Leadership Role

Most of the women stated that they did not experience any form of discrimination.

They were very open, honest, and grateful about not experiencing any discrimination, but

some disclosed they had counterparts who had experienced discrimination. Only a few

respondents described their experience with prejudice. These women experienced

discrimination that came from an inequitable pay scale and lack of respect for women in

leadership roles.

Participant 3: We both had the same background and education, but what was it

about him that he excelled to a grade 15 and I remained a grade 12? I experienced

the pay scale discrimination.

Participant 5: When sexual discrimination happened to me, I would consider the

source of it, and not take it personal.

Participant 6: I experienced it through the pay scale and promotion during a

political position. The men were paid 16% more because they had families, and

we did the same work. They had less experience fundraising and political

experience.

Participant 11:I think sometimes there is a good old boys mentality where you are

not necessarily included in certain conversations or not seen as a peer or friend

because of gender.

Participant 12: My discrimination was in the area of resources to get the job done.

Certain individuals that were more favored received more staffing and got bigger

budgets.

Interview Q9. Explain how Mentorship Contributed to your Advancement to an

Executive Position.

When asked about mentorship, there was an overwhelming response from the

participants. Every participant spoke highly and passionately about their mentors, and

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some had multiple mentors for different areas. The women respected and honored their

mentors for supporting them in their careers. A few described what a mentor was and

what having one meant to them. Mentorship was revealed within the context of Q3

although it had not been asked by the researcher; the participants connected career

development to the importance of having a mentor to guide their training and educational

decisions (Participant 15 spoke about how her college professor has guided her

throughout her entire career and how she continues to be mentored.). There is significant

strength in having a mentor at a senior level as well as a peer-to-peer mentor, as

Participant 1 shared,

An ideal mentor for me is someone that is walking the road with me, and we can

support one another. I believe it is really essential for women that are just

breaking new ground to a senior level position. It has been tremendously helpful

and an extraordinary experience for me during my presidential role.

Participant 5: A mentor is the purest, finest teacher you can have, and some may

have more than one. My example of my dearest mentor is he helped me grow an

organization that I never thought was conceivable.

Participant 6: I learned from bad bosses, and always had mentors along with a

team of professional advisors to help guide me throughout my senior role.

Participant 7: Mentorship is everything to me, and it was the key to my success.

Participant 8: You should always value seeking out expertise from those who

have experience, wisdom, and that are generous in their willingness to share.

Participant 9: My former boss mentored me and gave me many opportunities to

move me forward.

Participant 11: My mentors were advocates and champions for my success.

Professional career mentorship is absolutely essential for women. Through

mentorship, you can get an introduction to more senior level people, and you will

also have the opportunity to get to know someone that can possibly have an

impact on your next promotion to be your advocate and can help you to navigate.

Participant 12: Mentorship will help you develop skills, and will help you be

positioned well.

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Interview Q10. Can You Discuss Whether all the Previous Topics Contributed to

your Achievement as a Female Executive?

When asked the question if all the topics mentioned in the interview questions

contributed to their achievement, all the women agreed that they had. Everyone felt the

topic of each interview question played a significant role in their journey to a senior

executive role. They believed that leadership, management, motivation, success

strategies, mentorship, work-life balance, and career development were part of their

journey to move beyond corporate obstacles. One participant compared this last question

to making gumbo. Participant 1 stated that “gumbo takes very specific ingredients, and if

you miss certain elements, the flavor will not be consistent. In mixing gumbo, you have

to be precise as you pour all the right ingredients into the pot.” Her analogy was that

every question was important, valuable, essential, and appropriate to help discern what

helped her become a strong leader. Other participants contributed the following

responses:

Participant 3: They all contributed to my success as an executive. It’s like the total

package where your business acumen, finance skills, interpersonal relationships,

work ethics, timing, level of preparedness, vision, dreams, and goals all comes to

one complete package of you.

Participant 8: All the topics that came through the questions are very relevant, and

nine of those areas have not been deliberate, but upon reflection, they each matter

tremendously.

Participant 15: Each step is a piece of the puzzle. It’s a part of the tapestry that

gets you to the end of what it is that you are trying to achieve. It’s the entire

collection from mentorships to the skill set, to being active in professional

organizations, to having a plan, working the plan, being focused, having a really

good support group and a family that is supportive.

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Summary of the Findings

Synthesis of the Findings

This chapter explored responses from women in senior management in private or

public businesses to conduct an exploration of the research question: What factors such

as work-life balance, success strategies, leadership and management styles, and

motivation to lead contributed to female leaders’ success within business? The findings

addressed the research question directing this study in addition to presenting insightful

data that could be beneficial towards future consideration of advancing this topic. The

researcher identified and learned that senior executive women shared the same factors as

identified in the theoretical concept of this study as the factors that contributed to their

success. The findings addressed the gap in literature by adding the findings from this

study to the limited existing knowledge of why so few women progress to top roles,

forming an underrepresentation of women across a broad spectrum in business.

The overall goal of this research study was to contribute dialogue, concepts, and

understanding regarding senior executive women’s commitment to moving beyond the

corporate glass ceiling. The existing limited literature did not address the factors

identified in these research findings as factors that contribute to senior executive

women’s success. The purpose of this exploratory research was to explore success factors

among senior executive women to add to the body of literature. Despite the barriers,

some women are moving beyond the glass ceiling straight to the top and their motivation

to lead, success strategies, and leadership ability relate to personal goal achievement and

self-fulfillment (Lee & Stearns, 2012). The foundation of the experiences, personal

86

stories, and perceptions from women in senior management highlighted their tenacity,

strength, focus, and determination to succeed in their careers.

The overall data analysis included three levels of exploration to uncover new

themes associated with the study’s research question and theoretical framework guiding

this research. The first data exploration process included examining data to ensure the

participants responded to the interview questions and coding data for commonalities such

as consistent effort and responses to the interview questions. The second data exploration

uncovered the initial five themes: understanding your purpose, which was mentioned by

Participants 10 and 15; having good listening skills was a success strategy for

Participants 1, 2, and 7; adapting to work environments was essential to Participants 1

and 13; being able to accomplish work by letting accomplishments speak for themselves

was conveyed by Participants 9 and 13; and delegating responsibility is an important

factor in a leadership role, according to Participants 3 and 8.

These themes had not been included within the context of the interview questions.

Each participant disclosed their own personal experience and observation through the

interview process. The final data exploration revealed additional themes: having the

confidence to make tough decisions, trusting in faith/spirituality and inspiration, valuing

team effort, and constantly working hard to prove their worth. The researcher revealed

this new data through exploration of the collected data from the participants’ interviews.

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New Data

The findings uncovered new data related to five initial themes: understanding

your purpose (uncovered in Q1 and Q5), having good listening skills (Q4 and Q5),

adapting to work environments (Q4), being able to accomplish work (Q1 and Q5), and

delegating responsibility (Q4); however, these initial themes do not substantiate strong

evidence to support the research question and conceptual framework directing the study.

The findings also revealed new information related to four additional themes: (a)

having the confidence to make tough decision at the senior level, (b) trusting in

faith/spirituality and inspiration, which influenced participants’ motivation to lead and

management and leadership ability, (c) valuing team effort by supporting and caring for

the team, and (d) constantly working hard to prove their worth as female executives.

The participants shared that having the confidence to make tough decisions was

imperative and was the keystone of their success as executive women in business. They

responded that a person has to be capable and comfortable to make tough decisions in a

senior level position because it is a part of leadership. The importance of the ability to

analyze and process tough situations and to make quality decisions was repeated five

times within the context of interview Q6 and Q7 but was not required or asked by the

researcher. The women reported that having a fearless decision-making ability

contributed to their achieving a top role.

Next, the participants revealed that trusting in their faith/spirituality and

inspiration was associated to their position as senior executive. This topic was not

mentioned within the contexts of Q1, Q3, Q4, Q6, or probed by the researcher. However,

this theme emerged in responses to Q1, Q3, Q4 and Q6 and was reported six times by the

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participants. Spirituality was a focal point to many of these women in their process of

achieving an executive position. The participants reported that having a spiritual

foundation and faith was a major contributor to their leadership ability and helped them

remain effective leaders. The women candidly talked about how faith and being

inspirational as a leader helped them to achieve success or to operate beyond boundaries.

It was important to the participants that faith and spirituality is displayed as helping

others on their team.

Valuing team effort was reported by the participants as a factor that contributed to

their success. The participants stated that having a good team is important to their

success. This theme was repeated at least four times within the context of Q2, Q4, and

Q6, and it was not requested by the interviewer or the question did not require the

response. The findings show that senior executive women value teamwork and attribute

their ability to foster quality teamwork in part to their success in moving up the corporate

ranks.

Finally, constantly working hard to prove their worth was uncovered as a theme

that was not expected as a response in Q1, Q3, Q5, Q6, Q7, Q9, and Q10. Hard work was

revealed at least eight times and was not asked by the interviewer. The participants

attributed their success to hard work and asserted that they accomplished what they

desired by working hard on every project.

Responses to Interview Questions

The participants described their motivation to lead beyond the glass ceiling as

using their abilities to eliminate the boundaries that they faced and having the strength to

strive beyond what had been accomplished. The participants also indicated that

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maintaining a work-life balance was accomplished by their willingness to create

boundaries and the recognition that the balance was essential to having a successful

career. The participants reported that career development is essential and did not depend

on their companies if the opportunities were not available. The findings stated that

management and leadership style is a contributor to achieving a senior leadership role to

build a strong team. The findings also indicated that having a motivation to lead is

essential and comes from within. Discrimination was not a factor that stopped the women

from progressing. Furthermore, the study findings uncovered that mentorship was very

valuable to the executives’ careers. Finally, they all responded favorably when asked if

all the interview question topics contributed to their success; the women felt that

leadership and management style, career development, success strategies, motivation to

lead, and work-life balance were key factors to their success.

Swanson and Holton (2005) conferred that the main goal of qualitative data is to

capture and analyze data that represents the meaning of the participants’ insight in their

own words (p. 234). The findings address the study’s research question and theoretical

concept to explore success factors among executive women. The findings revealed that

women concurred with the conceptual framework of this research as major factors to

their success. The limited scholarly research addressed that these are factors, but the

literature did not discuss why so few women with these factors do not progress to a senior

position. Furthermore, the scholarly literature review did not reveal the four themes from

this research as factors that contribute to the success of executive women.

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Conclusion

Chapter 4 briefly discussed the study’s qualitative exploratory method to uncover

the research findings and themes. The data was analyzed and converted into meaning for

understanding. Data was also coded into significance to relate back to the study’s

conceptual framework and research question. The gap in the literature is addressed by

adding the study findings to what factors contributed to female executives’ success. The

findings revealed five initial themes: understanding your purpose, having good listening

skills, adapting to work environments, being able to accomplish work, and delegating

responsibility, which were not sufficiently prominent as evidence for the research

question. The findings revealed four additional themes: having the confidence to make

tough decisions, trusting in faith/spirituality and inspiration, valuing team effort, and

constantly working hard to prove their worth, as strong factors that also contributed to

their achievement as successful business women in America. Overall, the findings

presented the conceptual framework of this study and the themes as contributing to the

success of senior executive women.

Chapter 5 will highlight all the research findings in connection to the study’s

research question, What factors such as work-life balance, leadership and management

style, motivation to lead, success strategies, and career development contribute to the

success of female leaders’ within businesses? The implications of the study indicated that

these factors contributed to the participants’ success, and this study will add

corroborative and new knowledge to the field of organization management. Future

research on additional research methodologies and population will be addressed.

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CHAPTER 5. DISCUSSION, IMPLICATIONS, RECOMMENDATIONS

Introduction

This research study conducted a qualitative exploratory process on senior

executive women with a minimum position of vice president. Chapter 1 discussed the

problem with the lack of women progressing to a higher role, along with limited data

discussing success strategies, management and leadership style, career development, and

motivation to lead. Chapter 1 also disclosed the significance of the research study to the

field of organization and management by exploring women executives’ management and

organizational leadership styles. In addition, the chapter introduced the research question,

What factors such as work-life balance, leadership and management style, motivation to

lead, success strategies, and career development contribute to the success of female

leaders within businesses? This study will add new data associated with how a small

percentage of women moved beyond the glass ceiling.

Chapter 2 presented the existing body of literature related to the conceptual

framework of the research. In Chapter 3, the exploratory qualitative design guided the

study by ensuring that all ethical considerations were honored and respected. Chapter 4

presented in-depth data analysis, interpretation, and descriptive data from each study

participant. Chapter 5 includes the discussion of results, limitations of the study,

summary of the results, and recommendations for future research on the relationship

between trust their faith/spirituality and inspiration and success for executive women.

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Summary of the Findings

The purpose of the study was to explore what factors contribute to the success of

women in senior management roles within private or public businesses. The experiences

and stories of these women in their own words expressed what factors contributed to their

moving beyond corporate barriers. These women were working hard as leaders and

achieving some very high positions. The limited literature focused the theoretical

concepts identified in this study as experiences, but not as success factors that contributed

to their careers. Also, the literature review did not reveal the four themes that emerged as

new data in this study— having the confidence to make tough decisions at the senior

level; trusting in faith/spirituality and inspiration, which influenced their motivation to

lead and management and leadership ability; valuing team effort by supporting and caring

for the team, and constantly working hard to prove their worth as female executives—as

factors that contributed to executive women’s achievement. The study sought to find how

work-life balance, success strategies, career development, management and leadership

styles, and motivation to lead played a role in their achievement.

The research design afforded the chance for one-on-one interviews to delve into

the lives of senior executives who had achieved success. This design granted the

opportunity to ask what participants knew, thought, and experienced throughout their

personal journey to the top. Interviewing the participants granted the researcher the

opportunity to explore and examine the responses to understand what the participants

valued as factors in their success. The qualitative design afforded this opportunity to

closely examine each interview response to gather the findings and was the most suitable

for conducting an exploration of data.

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Findings Related to the Literature Review

Work-life balance. This study defined work-life balance as the means used by

executive women with control to balance personal commitments and busy work

schedules in order to remain successful in a public or private business environment

(Caproni, 2004). The literature review, according to Watts (2009), stated that the

attributes of work-life balance incorporates a number of features such as family, work-

life culture, job satisfaction, life outside of work, hours spent working, and the

company’s expectations (p. 38). Based on the literature review, the study findings

confirmed work-life balance as putting boundaries in place; balancing family, personal

time, and busy work schedules; and taking charge of their calendars to stay successful.

All the women in the study with one exception were open to describing their

strategies. None of the women had a perfect balance, but they knew it was important to

have work-life stability. One study participant discussed she was not good at creating the

balance but knew all the ingredients for creating a better work-life balance. The literature

review and findings from the study are consistent with the executive women’s

descriptions to balance their calendars for work and family time. Some corporations have

very open policies for senior executive women to have better chances for WLB in order

to employ highly skilled and productive women.

This process provides positive outcomes on productivity when senior executive

women in leadership positions have more control over hours and staff outcomes (Malik et

al., 2011, p. 404). A few of the participants were firm about creating boundaries on the

calendar for work and family time. Some participants stated they worked for a company

that allowed the time needed to handle family issues. Participant 9 disclosed,

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“Developing a strong team in an office environment has enabled me to have work-life

balance.”

Leadership and management styles. The study defined management style as an

extra effort of style, performance, and ability to manage, and leadership style was defined

in the study as a style that is eager, collaborative, transformation, interactive, and

participative, according to Chirikova and Krichevskaia (2002). Leadership should aim at

transforming excellent changes and movement in a business, based on Kjelin (2009). The

results of the literature review are consistent with the study’s findings related to the

participating executives’ leadership and management styles. Research has shown that

some women have different credentials and characteristics such as the ability to empower

others, and they find that openness to helping others is rewarding to their success as team

leaders (Sylvia et al., 2010, p. 24). One of the findings of this study revealed that some of

the women were able to impact the business and influence others on their team.

Participant 3 stated, “It is important to allow people on my team to grow.”

The findings also suggested that leadership abilities are important at this level to

have ownership, transparency, listening skills, and a sense of competence. According to

Bass and Avolio (1994), some women in leadership roles execute extra effort,

performance, and characteristics to perform across multiple organizations’ top positions.

Participant 13 responded, “Striving for high performance and being persistent with my

leadership and management style was essential to my success.” Also, once women gain

top positions, female executives are viewed as having strong characteristics, which are

beneficial to being an excellent leader (Rosette & Tost, 2010, p. 233). The findings

revealed that these women executives are true to leading by example, employing various

95

leadership styles such as participatory leadership, shared leadership, and invitational

leadership.

Success strategies. This study’s findings align with those of previous research

regarding success strategies, as well. Success strategies was defined within the study as

career goals, sustained action, or behavior used by women to achieve an executive

position in a public or private business, according to Mainiero (1994). The participants

asserted that strategies such as exhibiting good listening skills, delivering excellence in

every project, being a good observer, and continuing to learn who you are as a leader

(Participants 2, 7, 12, &14) are important to success. Each of the women spoke in depth

about their strategy to have continuous learning goals, to exhibit a good work ethic, and

to work at a level of achievement no matter the role.

The literature review stated that Harris and Ogbonna (2006) believed success

strategies for women are continuous actions, behaviors, and accomplishments that

augment the extrinsic or intrinsic motivation for career success. The study Participants 10

and 12 described their motivation to achieve success could be fulfilled by knowing your

strength, planning, gaining strong skills, knowing how to move the organization forward,

and finally learning management skills.

Career development process. This research study defined career development as

training, development, support, and mentorship to progress to a senior position, according

to Tessens et al. (2011). The findings revealed the career development process as ongoing

progress of training, leadership development, mentorship guidance, and education.

Participant 15 discussed that her college professor had guided and mentored her

throughout her professional career. A key finding related to career development

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connected back to the literature review. The study’s findings stated that women are

focused and committed to gaining good knowledge, learning, and training. All the

women believed that advanced degrees and certifications were important to their careers.

The literature highlighted that some extremely successful women with an advanced

career have worked hard and consistently to build their self-brand through continuous

education, coaching, and executive training programs (O’Neil et al., 2008). Study

Participant 4 viewed her career development process as a “personality trait” instead of

“specific plan” for her career path. Her goal was to “master any new function, position or

task that was introduced to her.”

Motivation to lead beyond the glass ceiling. Based on Barbuto and Story

(2011), motivation to lead was defined in this study as executive women in a private or

public business with extrinsic and/or intrinsic motivation, self-determination, control over

career, and decision-making power. A study finding disclosed that motivation and

leading with a vision was important to the participants’ success. Study Participant 7

stated, “breaking expectations of what’s traditional is my motivation to lead.” Participant

8 shared, “what motivates me in leadership is the desire to really be an inspiration to

others.” Another study participant (P9) shared her motivation to lead was the ability to

impact the business and to influence others in the workplace. These findings provide

insight to how motivation plays a significant role in a person’s drive to lead. Other

executive women stated that “Basic internal motivation, energy, passion and dedication

to advancing are necessary for women to possess” (Participant 5) and “Motivation cannot

be taught or given; you must find your sweet spot that speaks to your passion and lead”

(Participant 8).

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The findings also uncovered that “motivation plays a very critical process, and

without motivation, the leader cannot move forward” (Participant 5). In addition, these

findings connect back to the literature on characteristics that describe motivation.

Research has asserted that the development of a woman’s emotion is a direct connection

to self-motivation and to personality that includes a level of commitment to professional

growth (Ryan & Deci, 2000a, p. 68). Another response from the study aligned with

previous research when Participants 5 and 12 stated, being able to operate in excellence

to achieve the best results and not believing in the glass ceiling has been a motivating

factor (Participants 5 & 12).

New themes. Some findings from this study did not appear in the literature

review and therefore represent new data to be contributed to the gap in the literature. The

development of the themes derived from the three levels of data analysis and the repeated

responses within the context of the interview questions. The initial themes were closely

examined for precedence, significance, and importance related to the study’s research

question and theoretical concept guiding the study (Ereaut, 2002).

The research findings revealed that women in the study attributed their success

beyond the glass ceiling to factors associated to these additional themes. The literature

review revealed no data that discussed executive women’s using their strong faith,

inspiration, spiritual connection, and internal motivation to move beyond the corporate

glass ceiling.

Once women break barriers such as the corporate glass ceiling, they may

experience advantages to allow them to succeed; the findings suggest that work-life

balance, success strategies, motivation to lead, management and leadership styles, and

98

career development are essential factors that contribute to their success. Themes

uncovered as new information revealed additional factors that helped these women move

beyond corporate barriers.

Discussion of the Findings

This research study was directed by the research question, What factors such as

work-life balance, leadership and management style, motivation to lead, success

strategies, and career development contribute to the success of female leaders within

business? The data revealed four new themes of having confidence to make tough

decision, trusting in faith/spirituality and inspiration, valuing team effort, and constantly

working hard to prove their worth, which developed from the participants’ interview

responses. The researcher further explored each theme to address how it connected to the

research question, theoretical framework, and limited literature that structured this study.

The study’s theoretical framework investigated five concepts, present in the limited

literature, which are factors that contribute to the success of senior executive women

within business. The researcher further explored each factor to ensure they answered the

research question and determined how they addressed the gap in literature and the

problem of the study.

Implications of the Findings

The study findings imply that the four themes, having confidence to make tough

decisions, trusting in faith/spirituality and inspiration, valuing team effort, and constantly

working hard to prove their worth, are connected to the success of the senior executive

99

women. This experiential research discovered that senior executive women valued these

themes as important factors to their success. The existing literature review did not imply

that these are key factors that contribute to women’s success in senior management. The

existing literature has not examined these themes as essential factors; therefore, this study

will add to the gap in the literature by providing new data. The significance of finding

new information provides the opportunity to further explore and research each topic to

show how the new information connects to the success of executive women in American

business. In addition, since these topics have not been revealed as correlated to senior

women in business, new avenues open for future researchers to explore the reasons

women find it hard to break into upper management levels.

The findings of this study also imply that the concepts that structured the research

all contributed to the success of senior management women within business. The study’s

findings aligned with the factors that had been identified within the limited scholarly

literature as key factors that contribute to women’s success; for this reason, the study

confirmed what previous literature discussed as associated concepts. The various stories

disclosed by each participant contributed to a larger audience how senior executive

women are determined, focused, and committed. The literature addressed these concepts

as experience, but did not imply that they are factors that contribute to women’s success.

Therefore, this study will add to the existing body of literature the evidence that the

concepts contribute to the achievements of senior executive women based on the previous

literature that did not confirm these concepts as contributing factors outlined earlier

(Findings Related to the Existing Literature).

100

This research study adds to the field of organization and management by

presenting evidence about how these factors contribute to the success of senior executive

women in a private or public business. As a result, the study’s findings, success

strategies, career development, motivation to lead, leadership and management styles,

work-life balance, and the new themes that developed will contribute new information to

the research topic and body of literature as well as a contribution to the management and

organization field. The study implies that the application of the concepts and themes are

factors that contribute to success, regardless of issues such as the gender bias or glass

ceiling.

Limitations of the Study

This study was developed with rigorous measures to ensure internal and external

validity during the research procedure. There are limitations that come with qualitative

research. The personal dialogue collected and descriptions from the study participants

were personal experiences and perceptions. These personal stories and descriptions of

experiences were conveyed by the study participants, permitting possible error. The study

was limited to women whose rank was no lower than the level of vice president for the

purpose of the research question. A targeted group of participants consisted of 15

executive women limited the number of in-depth face-to-face interviews. The study was

limited to executive women within the U.S. for the selection of study participants. The

interview questions explored five factors that formed the conceptual framework, which

defined and limited the study’s focus during the research. Another limitation derived

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from the snowball sampling; using referrals from business friends who were likely to

share similar values and characteristics may have resulted in a biased sample.

Recommendations for Future Research

Future research needs to be conducted to focus on executive women leaders and

their spirituality, inspiration, and faith. The recommendation is to further explore this

concept, because all the women with the exception of one spoke keenly about the

connection between their success and their faith/spirituality, inspiration, and reliance on a

higher power. Research scholars will have to direct their focus to concentrate on how

women achieve senior executive roles through faith and spirituality as the foundation of

their success to prove the premise. Further qualitative or quantitative research on how

executive women view trusting in faith/spirituality and inspiration to function at the top

could be conducted in nonprofit, private, and public sectors.

Future qualitative research to explore how having the confidence to make tough

decisions in American or international business would be appropriate. A potential

quantitative research could also be conducted on valuing team effort and working hard to

prove their worth by female executives in America and internationally within the private

and public sectors. Future quantitative research could also investigate how successful

women’s subordinates perceive these executives’ faith, leadership and management style,

as well as how these factors helped the women achieve their success.

Future research is also needed to provide deeper insight and clarity into how the

themes contribute to women’s success through conducting a qualitative methodology on

business women outside the U.S. Investigation of this sort might involve the influence of

102

culture, corporate environment, and leadership variations. Conducting a study that looks

at how corporate entities can create a stronger culture for women during the early stages

of their leadership and management position by focusing on the key constructs and

themes derived from the research. The study could also expand at looking at various

nationalities of women to compare the findings of the constructs to investigate how the

constructs affects different cultures or generation of executive women in business.

This study focused on exploring success factors that contribute to senior executive

women in a private or public business. The 15 in-depth interviews revealed four themes

and five theoretical concepts related to their success. A qualitative case study method

could focus on these concepts and themes, specifically exploring the impact of each

theme and concept to measure executive women’s achievement within a business. A

quantitative method can measure how many utilized the themes and theoretical

conceptual framework to progress in their career by focusing on middle management

women.

Conclusion

This qualitative exploratory method explored success factors of senior executive

women who moved beyond corporate barriers to upper level roles. This research study

sought to explore any commonalities, significance, and themes that these senior executive

women share. Data collection included in-depth face-to-face or telephone interviews with

15 senior executive women in private or public businesses. The primary data consisted of

personal lived experiences, perceptions, and truths about achieving success as a woman

103

executive. There was a true sense of humility, wisdom, passion, and gratefulness that

each of the women displayed in each response.

The research study uncovered that having confidence to make tough decisions;

trusting in faith/spirituality and inspiration; valuing team effort; and constantly working

hard to prove their worth were essential to these women’s achieving success at a senior

executive level. Themes related to having the confidence to make decisions, valuing team

effort, and constantly working hard were closely connected to their leadership and

management styles. Each of these women demonstrated their leadership style and ability

through their personal stories and detailed descriptions of their career journeys.

Throughout their careers, each of these women used success strategies, career

development, leadership and management style, motivation to lead, and work-life balance

as a vehicle to achieve an executive position. The findings from this study will add to the

body of knowledge contained within the field of organization management. The study

findings indicated that the themes and theoretical concepts that directed this research are

associated to the success factors of senior executive women.

104

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APPENDIX. INTERVIEW QUESTIONS

The categories of motivation to lead, work-life balance, career development, management

and leadership, and success strategies are shown below as related to the interview

questions.

Interview Questions Motivation

to Lead

Work-life

Balance

Career

Development

Success

Strategies

Management

&

Leadership

1. Describe any

personal experience

with a corporate

barrier that helped

you with your

motivation to lead

beyond the glass

wall.

X

2. Discuss how

important it is to

create a sustainable

work-life balance for

a female executive?

X

3. Explain how career

development affect

your ability to move

beyond the glass

ceiling?

X

4. Explain how an

effective

management and

leadership style is

significant to gaining

an executive position.

X

5. Describe any success

strategy that moved

you beyond a

corporate barrier and

the motivation to lead

in that particular

position.

X X

114

Interview Questions Motivation

to Lead

Work-life

Balance

Career

Development

Success

Strategies

Management

&

Leadership

6. Explain how success

strategies play a

significant role to

move beyond

barriers?

X

7. Explain how you

maintained a work-

life balance and

implemented success

strategies to achieve

success.

X X

8. Describe your

management and

leadership style that

lead you to an

executive position

and success?

X

9. Describe any

discrimination you

experienced as a

female executive in a

leadership role?

X

10. Explain how

mentorship

contributed to your

advancement to an

executive position.

X