Female leaders : a dynamic capabilities view on diversity and equality

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.