Show simple item record

dc.contributor.authorLewis, Clifford Pierre
dc.date.accessioned2017-06-29T12:11:49Z
dc.date.available2017-06-29T12:11:49Z
dc.date.issued2017-03-16
dc.date.submitted2017-06-29T12:59:02.716Z
dc.identifier.citationLewsi, C.P. 2017. Gender, race and the social construction of leadership in organisations: A South African case study. Queen Mary University of Londonen_US
dc.identifier.urihttp://qmro.qmul.ac.uk/xmlui/handle/123456789/24651
dc.descriptionPhDen_US
dc.description.abstractThis thesis aims to provide a subjectivist account of women and people of colour’s leadership experiences within a specific social context, in order to offer a contribution to the largely acontextual leadership literature. A multi-level, intersectional analytical framework was used to explore the experiences of people who are marginalised in their attempt to access and practice leadership. The study used the South African private sector as a social context with unique and interesting gender and race dynamics to conduct this case study. The experiences of significantly underrepresented groups in organisational leadership were explored by means of 60 in-depth, face-to-face interviews with women and people of colour in strategic leadership positions, aspiring leaders in leadership development programmes and key informants, all from the South African private sector. Interviewees were grouped according to their intersectional identities and responses were analysed considering individual-level challenges and enablers, organisational-level challenges and enablers and also by considering responses within the socio-historic and socio-legal context. Key findings include evidence of the problematic nature of theorising leadership as an element of the leader; support for theoretical frameworks of occupational segregation and embodied social identities; evidence of the internalisation and rationalisation of institutionalised discrimination; evidence of social identities being mutually constituting, reinforcing and naturalising; evidence of the conflation of gender, race and merit in the equality debate; as well as a strong aversion among research participants towards positive discrimnination initiatives. The findings also suggest several areas of possible further research. This study addressed the limitations of leadership research, which is characterised by leader-centricism, romanticism, objectivism, gendered and racialised norms and additive theorising. Findings make theoretical and policy contributions by problematising merit, exposing leadership in the South African private sector organisations as a site of intersectional identity salience, disrupting key assumptions underpinning leader-follower relations, highlighting the potential for leveraging adversity and also by demonstrating the importance of leadership language in either disrupting or reinforcing inequality.en_US
dc.description.sponsorshipCentre for Research in Equality and Diversity studentship, QMULen_US
dc.language.isoenen_US
dc.publisherQueen Mary University of Londonen_US
dc.rightsThe copyright of this thesis rests with the author and no quotation from it or information derived from it may be published without the prior written consent of the author
dc.subjectBusiness and Managementen_US
dc.subjectLeadershipen_US
dc.subjectUnderrepresented groupsen_US
dc.subjectSouth Africaen_US
dc.subjectInequalityen_US
dc.titleGender, race and the social construction of leadership in organisations: A South African case studyen_US
dc.typeThesisen_US


Files in this item

Thumbnail

This item appears in the following Collection(s)

  • Theses [2761]
    Theses Awarded by Queen Mary University of London

Show simple item record