Barriers of “managerial derailment” for women in public sector of Iran, based on mental patterns of successful female managers

Document Type : Original Article

Authors

1 Department of Management, Faculty of Economics and Administrative Sciences, Ferdowsi University of Mashhad, Iran

2 Assistant Professor of management, Ferdowsi University of Mashahd

3 Department of Management, Faculty of Economics and Administrative /sciences, Ferdowsi University Of Mashhad, Iran

Abstract

Along the presence of women in organizations, based on The Sixth Development Plan, 30% of management positions in Iranian government agencies, must be occupied by women. However, the path of women's advancement in organizations faces many challenges. One of these challenges is the "derailment" phenomenon. Leadership and managerial derailment, has become a pervasive organizational phenomenon, which will have negative consequences for the individual and the organization. This study attempts to identify barriers of derailment, and the mental pattern of successful female managers in public agencies of these barriers. In this study, using Q methodology, all barriers of derailment were collected from the subject literature. These barriers, formed the Q-concourse. Then by selecting a sample of 15 successful female managers in Iranian public agencies, the dominant mental model of these managers was identified, by Q-sorting. The results indicate that having specialized knowledge, effective communication, and having a personal and long-term perspective, are the most important barriers of derailment of female managers in Iranian public agencies. The results also indicate that successful women in public sector of Iran, In addition to maintaining their feminine and delicate spirit, do not consider childbearing and the responsibility of raising a child as an obstacle to their growth and development. In contrast, by strengthening the mentality of independence and perfectionism, they strengthen professional growth and learning, and lead their career path.

Keywords

References

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