Using (in)visibility and self-efficacy to critically explore the gendered hierarchies that prevail in organisation

Abstract

The study was prompted by the persistent paucity of women in the higher echelons of companies. Extant literature on meritocracy and choice did not offer a complete explanation for this. The study therefore set out to explore and challenge the underlying assumptions that have perpetuated the solidification of gendered hierarchies in organisations. A qualitative research design approach was used. Information was gathered from 12 in-depth interviews with female managers who worked in the greater Johannesburg area. Through the tradition of phenomenological design, the essence of the women’s career progression was analysed through the perceptions and lived experiences of the participants. Structural barriers were identified in the organisations. The higher the visibility of the male dominated inner circles present, the more discernible the barriers were, the more the self-efficacy of the females diminished. The study makes a case for the invisibility of inner circles to be eliminated. When inner circles are more visible, prior assumptions can be challenged. The study also identified pioneering opportunities for women to entrench their own successful outcomes in organisations that can contribute to their sustainable career progression.