Abstract:
Ambivalent sexism is a phenomenon that could explain why females, even though having requisite qualifications and legitimacy, remain underrepresented in C-Suite and Boards. This research seeks to ascertain if ambivalent sexism appears in the South African context; at what levels of pervasiveness and which sexist attitudes could be more detrimental to the upward mobility of females. Building on the Ambivalent Sexism Inventory framework, this study followed a mono method, quantitative research design and an online questionnaire was distributed using a combination of purposive and snowballing non-probability sampling strategy. There were 172 responses collected from the target population consisting of members of Exco, C-suite and boards for organisations listed on the JSE. The findings of the study revealed that there were significant differences in sexism scores between males and females; but no significant differences in scores between age groups. Relationships were also found between hostile sexism and constructs of benevolent sexism. The implications of this research can inform management how to actively address the amelioration of gender inequality through co-leadership positions and fostering collaborative horizontal structures versus hierarchical structures that accentuate differences in hierarchy especially, when delineated by gender. It further affirms and ratifies the importance of the attenuating effect of a larger female representation in upper echelon, on sexism levels. Future qualitative research can also build on the expanded framework to address female underrepresentation in C-Suite and Board positions.