Beyond the glass ceiling: an exploration of the experiences of female corporate organizational leaders in Ghana

References

• Adusah-Karikari, A., & Ohemeng, F. L. K. (2014). Representative bureaucracy in the public service? A critical analysis of the challenges confronting women in the civil service of Ghana. International Journal of Public Administration, 37(9), 568–580. https://doi.org/10.1080/01900692.2013.879882
   Google Scholar
• Akuamoah-Boateng, R., Bolitho, F. H., Carr, S. C., Chidgey, J. E., O’Reilly, B., Phillips, R., & Rugimbana, R. O. (2003). Psychosocial barriers to female leadership: Motivational gravity in Ghana and Tanzania. Psychology and Developing Societies, 15(2), 201–221. https://doi.org/10.1177/097133360301500206
   Google Scholar
• Allah-Mensah, B. (2005). Women in politics and public life in Ghana. Accra: Friedrich Ebert Foundation (FES). Retrieved May 5, 2018, from http://library.fes.de/pdf-files/bueros/ghana/02989.pdf
   Google Scholar
• Amos‐Wilson, P. (1999). Some issues concerning women in senior management: A case study from Ghana. Public Administration and Development: The International Journal of Management Research and Practice, 19(3), 219–229. https://doi.org/10.1002/(SICI)1099-162X(199908)19:3<219::AID-PAD78>3.0.CO;2-S
   Web of Science ®Google Scholar
• Amu, N. J. (2005). The role of women in Ghana’s economy. Friedrich Ebert Foundation.
   Google Scholar
• Apusigah, A. A. (2004). Gender, vulnerability and the politics of decision-making in Ghana: The case of the Upper East Region. Ghana Journal of Development Studies, 1(2), 6–26. http://doi.org/10.4314/gjds.v1i2.35004
   Google Scholar
• Ayman, R., & Korabik, K. (2010). Leadership: Why gender and culture matter. American Psychologist, 65(3), 157. https://doi.org/10.1037/a0018806
   PubMed Web of Science ®Google Scholar
• Boateng, D. A. (2018). Experiences of female academics in Ghana: Negotiation and strengths as strategies for successful careers. African Journal of Social Work, 8(1), 21–30. http://www.ajol.info/index.php/ajsw/article/view/172906
   Google Scholar
• Brosnan, A. (2017). Women in business: New Persectives on risk and reward. Grant Thornton International Ltd https://www.grantthornton.global/globalassets/1.-member-firms/global/insights/article-pdfs/2017/grant-thornton_women-in-business_2017-report.pdf
   Google Scholar
• Carbajal, J. (2018). Women and work: Ascending to leadership positions. Journal of Human Behavior in the Social Environment, 28(1), 12–27. https://doi.org/10.1080/10911359.2017.1387084
   Web of Science ®Google Scholar
• Carli, L. L., & Eagly, A. H. (2001). Gender, hierarchy, and leadership: An introduction. Journal of Social Issues, 57(4), 629–636. https://doi.org/10.1111/0022-4537.00232
   Web of Science ®Google Scholar
• Catalyst. (2018). Women CEOs of S&P 500. http://www.catalyst.org/knowledge/topics/women-leadership
   Google Scholar
• Clarke, V., & Braun, V. (2009). Editors’ introduction: Is the personal pedagogical? Sexualities and genders in the higher education classroom. Feminism & Psychology, 19(2), 175–180. https://doi.org/10.1177/0959353509102186
   Web of Science ®Google Scholar
• Davies, P. G., Spencer, S. J., & Steele, C. M. (2005). Clearing the air: Identity safety moderates the effects of stereotype threat on women’s leadership aspirations. Journal of Personality and Social Psychology, 88(2), 276. https://doi.org/10.1037/0022-3514.88.2.276
   PubMed Web of Science ®Google Scholar
• Eagly, A. H., & Karau, S. J. (2002). Role congruity theory of prejudice toward female leaders. Psychological Review, 109(3), 573. https://doi.org/10.1037/0033-295X.109.3.573
   PubMed Web of Science ®Google Scholar
• Ely, R. J., Ibarra, H., & Kolb, D. M. (2011). Taking gender into account: Theory and design for women’s leadership development programs. Academy of Management Learning & Education, 10(3), 474–493. https://doi.org/10.5465/amle.2010.0046
   Web of Science ®Google Scholar
• Forsyth, D. R., Heiney, M. M., & Wright, S. S. (1997). Biases in appraisals of women leaders. Group Dynamics: Theory, Research, and Practice, 1(1), 98. https://doi.org/10.1037/1089-2699.1.1.98
   Google Scholar
• Giorgi, A. (Ed.). (1975). An application for phenomenological method in psychology. Pittsburg, PA: Duquesne University Press.
   Google Scholar
• Greguletz, E., Diehl, M.-R., & Kreutzer, K. (2019). Why women build less effective networks than men: The role of structural exclusion and personal hesitation. Human Relations, 72(7), 1234–1261. https://doi.org/10.1177/0018726718804303
   Web of Science ®Google Scholar
• Gyekye, D. (2013). Women at work: A study of the glass ceiling phenomenon among managerial women in Ghana. University of Ghana.
   Google Scholar
• Hallinger, P., & Leithwood, K. (1998). Unseen forces: The impact of social culture on school leadership. Peabody Journal of Education, 73(2), 126–151. https://doi.org/10.1207/s15327930pje7302_6
   Google Scholar
• Hoyt, C. L. (2010). Women, men, and leadership: Exploring the gender gap at the top. Social and Personality Psychology Compass, 4(7), 484–498. https://doi.org/10.1111/j.1751-9004.2010.00274.x
   Google Scholar
• Ibarra, H., Ely, R., & Kolb, D. (2013). Women rising: The unseen barriers. Harvard Business Review, 91(9), 60–66. http//hbr.org/2013/09/women-rising-the-unseen-barriers
   PubMed Web of Science ®Google Scholar
• Lyness, K. S., & Heilman, M. E. (2006). When fit is fundamental: Performance evaluations and promotions of upper-level female and male managers. Journal of Applied Psychology, 91(4), 777. https://doi.org/10.1037/0021-9010.91.4.777
   PubMed Web of Science ®Google Scholar
• Oakley, J. G. (2000). Gender-based barriers to senior management positions: Understanding the scarcity of female CEOs. Journal of Business Ethics, 27(4), 321–334. https://doi.org/10.1023/A:1006226129868
   Web of Science ®Google Scholar
• Oduro, G. K., & Macbeath, J. (2003). Traditions and tensions in leadership: The Ghanaian experience. Cambridge Journal of Education, 33(3), 441–455. https://doi.org/10.1080/0305764032000122050
   Google Scholar
• Oplatka, I. (2006). Women in educational administration within developing countries: Towards a new international research agenda. Journal of Educational Administration, 44(6), 604–624. https://doi.org/10.1108/09578230610704819
   Google Scholar
• Ryan, M. K., & Haslam, S. A. (2005). The glass cliff: Evidence that women are over‐represented in precarious leadership positions. British Journal of Management, 16(2), 81–90. https://doi.org/10.1111/j.1467-8551.2005.00433.x
   Web of Science ®Google Scholar
• Ryan, M. K., Haslam, S. A., Morgenroth, T., Rink, F., Stoker, J., & Peters, K. (2016). Getting on top of the glass cliff: Reviewing a decade of evidence, explanations, and impact. The Leadership Quarterly, 27(3), 446–455. https://doi.org/10.1016/j.leaqua.2015.10.008
   Web of Science ®Google Scholar
• Titi Amayah, A., & Haque, M. (2017). Experiences and challenges of women leaders in Sub-Saharan Africa. Africa Journal of Management, 3(1), 99–127. https://doi.org/10.1080/23322373.2017.1278663
   Google Scholar