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The Barriers and Enablers To Career and Leadership Development An Exploration of Women's Stories in Two Work Cultures
The Barriers and Enablers To Career and Leadership Development An Exploration of Women's Stories in Two Work Cultures
www.emeraldinsight.com/1934-8835.htm
Barriers and
The barriers and enablers to enablers
career and leadership
development
An exploration of women’s stories 857
in two work cultures Received 10 July 2018
Revised 23 August 2018
Susan Elizabeth Mate Accepted 31 August 2018
School of Management, College of Business, RMIT University,
Melbourne, Australia, and
Matthew McDonald and Truc Do
Asian Graduate Centre, RMIT University, Ho Chi Minh City, Vietnam
Abstract
Purpose – The purpose of this study is to contrast how the relationship between career and leadership
development and workplace culture is experienced by women in two different countries and the implications
this has for human resource development initiatives.
Design/methodology/approach – The study used a qualitative narrative research design to
understand how the lived experiences of Australian and Vietnamese early- to mid-career female
academics is engendered.
Findings – The study identified a number of key barriers and enablers that affected women’s career and
leadership development. For the Australian participants, the main barrier included the competing
demands of work and life and male dominated organisational cultures that discriminate against women in
covert ways. The main enabler was mentoring and the building of professional networks that provided
their careers with direction and support. For the Vietnamese participants, the main barriers were overt
and included male-dominated organisational and societal cultures that limit their career and leadership
development opportunities. The main enabler was having a sponsor or person with power in their
respective organisation who would be willing to support their career advancement and gaining
recognition from colleagues and peers.
Research limitations/implications – Gaining a deeper understanding of the barriers and enablers that
effect women’s career and leadership development can be used to investigate how culturally appropriate
developmental relationships can create ways to overcome the barriers they experience.
Originality/value – The study analysed the contrasting experiences of barriers and enablers from two
cultures. The participants narrated stories that reflected on the gender politics they experienced in their
career and leadership development. The narrative comparisons provide a unique lens to analyse the
complex cultural experience of gender and work with potential implications for human resource
development.
Keywords Organizational culture, Narratives, Career and leadership
Paper type Research paper
International Journal of
Declaration of conflicting interests: The authors declared no potential conflicts of interests with Organizational Analysis
Vol. 27 No. 4, 2019
respect to the authorship and/or publication of this article. pp. 857-874
Funding: This project was funded by RMIT University, Vietnam and RMIT University, Melbourne © Emerald Publishing Limited
1934-8835
internal research grants. DOI 10.1108/IJOA-07-2018-1475
IJOA Introduction
27,4 While many societies espouse equal opportunities for women in the workforce, there are
often societal values and deeply held cultural schemas that affect women’s career and
leadership development in organisations. Two key dimensions of cultural value or
differences in macro and micro workplace cultures include traditional and secular-rational
values (Inglehart, 1997; Inglehart and Baker, 2000; Inglehart and Welzel, 2003, 2005). This
858 study seeks to explore how these cultural differences affect the lived experiences of early to
mid-career female academics in Vietnam and Australia in their respective universities. We
propose that the Vietnamese women’s stories of their workplaces experiences are influenced
by traditional values, whilst in Australia, the stories are shaped by more secular values.
The traditional-secular value dimensions which underpin cultural and societal
behaviours are important in this study in the way they impact on work culture (Yeganeh,
2013). For example, organisational structures in the education sector in Vietnam continue to
be highly bureaucratic and patriarchal, creating barriers and constraints for the women who
work in them (Dang, 2017; Do and Brennan, 2015). Vietnamese women lack development
opportunities that support them in the workplace to overcome barriers to advance their
careers into leadership roles. If Vietnam is to continue to prosper socially, culturally and
economically, then more women are needed to occupy leadership positions in government,
public and private organisations so as to improve equity outcomes and to benefit from the
diversity of knowledge they offer (UNDP, 2014; United Nations Women Vietnam, 2016;
World Bank, 2016).
The present study seeks to gain insight into these issues through a comparative study of
Australian and Vietnamese women to explore how the barriers and enablers (to be discussed
in more detail in the following section) to career and leadership development are
experienced. The impetus for this study stems from the Australia–Vietnam Human
Resource Development Programme 2016-2020 (Australian Government, 2015). The aim of
the programme is to share workplace knowledge, skills and capabilities that target
Vietnamese women at the mid-career stage, so as to advance their careers by assisting them
to achieve promotion to leadership positions. To enable this, the programme provides
opportunities for women from Australia and Vietnam to learn from one another regarding
the barriers they face and the enablers that support them at the micro psychological, family/
household organization and the macro sociocultural levels.
Narrative analysis
Chase’s (1995, 2017) framework was used as the basis for analysing the women’s stories,
which are divided into two main dimensions. The first was the participant’s experience of
power and success, which is referred to as their “dominant” narrative. The second was their
experience of subjectification to discrimination and inequality, referred to as their “counter”
narrative, which restricted their career and leadership development. In the analysis we
explored how the inner ambiguity of gender construction is expressed in the dilemma
between the way women experience the dominant and counter narrative, the counter
narrative as not only about barriers but also about the expression of how values about work
are enacted.
findings to Smidt et al. (2017), as all the Australian women considered it important to
actively balance work and life, to make the most of the time and choices available to them at
work, while working to overcome the covert mechanisms that inhibited their career choices.
This was reflected in the dominant story for the Australian participants, which was to
actively build professional relationships and networks that provided direction and support
for their careers.
I think I just really enjoy working with people, but when my friend rang and said, ‘I want you to
apply for this role’ [. . .] I considered it! The manager put a business case to me that I could not
refuse, and he wanted me to step into a role that gave me more autonomy. It was a real learning
curve for me, but I got to work with the assessment centres and felt I was ready to take on this
more senior role. This was a point where I was at a ‘cross roads’, but I made the right decision for
me at the time to leave academic work. (Australian Participant #3)
The Australian participants focussed on how networks enabled them to overcome barriers
and this was associated with learning to develop resilience in the face of obstacles.
Resilience was enhanced by building strong business relationships, having a clear career
direction, pursuing goals, maintaining productivity, overcoming difficulties and being able
to enjoy family life.
A counter theme and visible barrier for the Vietnamese participants was the modern
expectation that they succeed both at work and in the home, which is termed Hai tot (“two
goods”), a lifestyle promoted by the Vietnamese Trade Union (2017). This phenomenon is
referred to as the “double burden” or “second shift” in the West (Hochschild and Machung,
1989). Traditionally, in Confucian-based socialist cultures such as Vietnam, women are
expected to shoulder the responsibility for maintaining the home and family life, so they
have less time to invest in their careers, and they may struggle to maintain a healthy work–
life balance (Dang, 2017; Truong, 2014). However, in this study, the Vietnamese cohort did Barriers and
not refer to family responsibilities as a barrier, viewing it instead as a potential enabler if enablers
extended family members were able to offer support and child care. This is important for
Vietnamese women because there is a lack of state child care services and facilities (Le et al.,
2010; Nguyen, 2013). Research by Nguyen (2013) and Dang (2017) found that family
obligations, and a related reluctance to pursue leadership roles, were observed as key factors
impeding female representation in the higher echelons of Vietnamese universities. However,
in this study, this was not apparent in the stories of the Vietnamese women who had been 865
able to take on more workplace responsibilities. We speculate this could be because that
while accepting family responsibilities is an unquestioned role, the Vietnamese women had
child care support from their extended families. This in turn may reflect that the extended
families were happy to support these women, especially as they worked in prestigious
higher education institutions, some with international orientations.
Notes
1. ‘Managerial leadership’ is defined as leadership positions in formal organisations that
involve influencing a team of employees on task objectives, commitment, motivation, team
maintenance and identification, as well as providing mentoring and career development
(Yulk, 1989).
2. A ‘counter’ narrative is defined as having a different form to a ‘dominant’ or more prevalent
narratives and are posed against the dominant narrative (Bamberg and Andrews, 2004).
3. See www.hofstede-insights.com/country-comparison/australia,vietnam/
4. Guest et al., (2006) state that saturation of qualitative date points is generally reached with twelve
interviews, particularly in homogenous groups. The participants are all women working in
higher education and at early to mid-career stages in their careers (therefore homogenous in some
respects). However there are many variables such as culture and workplace experience that may
place limitations on the conclusions made in this study.
5. Mentoring encompasses two main functions: (1) providing support for ‘career development’ in the
form of sponsorship, coaching, protection, challenging assignments and exposure, and (2)
providing ‘psychosocial support’ in the form acceptance and confirmation, counselling,
friendship and role modelling (Fowler and O’Gorman, 2005).
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Corresponding author
Susan Elizabeth Mate can be contacted at: susan.mate@rmit.edu.au
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