FACTORS INFLUENCING WOMEN’S CAREER PROGRESSION TO LEADERSHIP POSITIONS IN HARARE CITY COUNCIL, ZIMBABWE.

Abstract

This study examines the factors influencing women’s career progression to leadership positions in Harare City Council. The main objective was to determine the factors influencing women’s career progression in Harare City Council. The specific objectives were to determine whether patriarchal attitudes influence women’s career progression to leadership positions, to establish the influence of gender roles on women’s career progression to leadership positions and to determine the influence of organizational policies on women’s career progression to leadership positions in Harare City Council, Zimbabwe. The target population included management team and permanent staff in the Harare City Council. These are inclusive of the directors, divisional heads, middle management as well as the line staff. The study was conducted in Harare city council where preliminary research by the researcher had shown that women constituted only 15% of the leadership positions. Data was collected using questionnaires as well as semi structured interviews. A sample size of 116 was determined by using 33% of the population. Data from the questionnaires was analyzed using SPSS and findings from the interviews were integrated with quantitative data during the data analysis and presentation of the findings. The findings revealed that patriarchal attitudes did not directly affect women’s career progression to top leadership positions since the authority was governed by acts and policies. However it was established that negative criticisms from men made some women to hate taking up leadership positions. On the other hand it was realized that traditional gender roles made the balance between work and family difficult in such a way that some women would prioritize family responsibilities at the expense of focusing on their careers. Furthermore, it was revealed that gender roles affected the careers choices they make thus influencing the gender compositions in departments and divisions and consequently those in leadership positions. It was also established that organizational policies supported women’s progression but their lack of proper implementation and lack of transparency in recruitment and promotion procedures were challenges to women’s leadership. Implementation of gender deconstruction programs both at the workplace and the society at large is recommended. It is also recommended that family friendly policies be instituted that will help women to strike a balance between work and family life. The organization also should set up monitoring mechanisms to ensure that selection of candidates for promotion is free from bias and discrimination as well as institute systematic but temporal affirmative action strategies across all departments in order to address the gender imbalance in leadership positions.