Respectable femininity: a significant panel of glass ceiling for career women

Abstract

Purpose

This study aims to explicate the role of “respectable femininity” norms in the work lives of professional women and investigate the extent to which they impact female career advancement (or lack thereof) by way of creating a clash with the traditional career management techniques of accumulating social capital and managing desirable impression.

Design/methodology/approach

The qualitative research design was deemed appropriate for the study to gain an insight of the incumbents’ work experiences. The opinions, thoughts, experiences and expressions of the participants were gauged through in-depth, semi-structured interviews to ensure the coverage of all the relevant aspects while retaining the flexibility to obtain rich and detailed data beyond the preconceived questions.

Findings

It was found that working women in Pakistan feeling guilty of violating the norm of “confinement to private spheres” appeared obliged to abide by the respectable femininity principles of “domesticity”, “restrained networking” and “toning down their femininity” to maintain an “honourable” reputation/image in the society; however, these norms, in turn, created a significant hurdle in their career advancement by way of constraining their capacity to exploit the career management techniques of accumulating “social capital” and employing “impression management” tactics.

Originality/value

This research will add credence to the scant literature pertaining to the role of “respectable femininity” in the professional lives of working women. The study showcases the female’s enigmatic struggle of becoming a “good woman” and a “successful careerist” at the same time which culminates in to a series of subtle barriers in their professional careers mounting ultimately to become a significant panel of “glass ceiling” in their progression.

Citation

Ansari, N. (2016), "Respectable femininity: a significant panel of glass ceiling for career women", Gender in Management, Vol. 31 No. 8, pp. 528-541. https://doi.org/10.1108/GM-03-2015-0012