Published Online:September 2026
Product Name:The IUP Journal of Effective Executive
Product Type:Article
Product Code:IJEE020926
DOI:10.71329/EffectiveExecutive/2026.29.3.16-58
Author Name:Sonja Kotze, Kurt April and Lonwabo Makapela
Availability:YES
Subject/Domain:Management
Download Format:PDF
Pages:16-58
Women remain underrepresented in South African leadership despite legislative and organizational efforts to advance equality. Drawing on role congruity theory and intersectionality, this study examines how women from six ethnic and expatriate groups based in South Africa understand gender stereotypes, leadership, and their own managerial fit. A convergent mixed-method design combined the 92-item Schein Descriptive Index with semi-structured interviews involving 18 women. The results revealed barriers involving racialized and gendered evaluations, occupational stereotyping, motherhood penalties, emotional double standards, unequal mentoring and sponsorship, and contested legitimacy. The findings distinguish self-perceived role congruity from socially conferred leadership legitimacy. The study contributes a contextually grounded, intersectional account of women’s leadership in South Africa.
The Freedom Charter preamble of the Federation of South African Women resonates with women today. The apartheid policy fostered inequality and posed political and cultural challenges for South African women. These issues are often overlooked in policy formulation and social agendas. Despite decades of research, policy changes, and advocacy, women remain underrepresented.