Abstract:
Female representation in the upper echelons of business remains constrained, with only
27% of senior management roles occupied by women, who often experience bias despite
possessing the same necessary management and leadership capabilities as their male
peers. The management of multinational entities (MNEs), where underrepresentation of
female leaders is still high, especially in patriarchal societies, stand to benefit from the
role gender parity and diversity in South African and multinational businesses can and
should play. Gender parity and a stronger presence of female leaders in the healthcare
sector could have a positive impact on the sector. The unprecedented Covid-19
pandemic placed the spotlight on the provision of healthcare, and highlighted the plight
of female frontline workers, as well as female leaders in this sector.
This study aims to glean an understanding of the dynamic capabilities used by female
leaders in the healthcare sector when managing diverse teams and stakeholders, as
limited research had been conducted on the convergence of female leaders, healthcare
stakeholders, diversity management and dynamic capabilities. An epistemological
qualitative approach was followed, using semi-structured interviews, anchored in the
medical technology industry within South Africa. Similarities to existing literature was
found, with new nuances added to the micro-foundations of dynamic managerial
capabilities, adding a gendered lens, and thereby extending the international business
literature. The study’s recommendations to the healthcare sector contributes to the
competitive advantage of firms, should female representation in senior management
positions be embraced and thus reduce a gender and diversity bias.
