Broken rung roles in the female leadership deficit phenomenon in Indonesia

Abstract

The underrepresentation of women in top management positions is marked by a decline in participation as the hierarchy rises. This study investigates the impact of the "broken rung" phenomenon—referring to unfair promotion systems as a key barrier to female career advancement—on the leadership deficit among women in Indonesia. Using a qualitative methodology and a phenomenological approach, data were collected through semi-structured in-depth interviews. The research analysis followed four stages of coding: open coding, axial coding, selective coding, and process coding. Findings reveal that gender stereotypes in certain industries and occupations contribute to the scarcity of female leaders. The shortage of female leaders initially stems from the limited presence of women in specific industries, influenced by these stereotypes. The "broken rung" is not the primary factor in Indonesia’s female leadership deficit, as there were already few women in specific sectors before unfair company systems impacted them. The root cause is not an unfriendly promotion system, but rather the unequal distribution of female workers across industries. Feminine-dominated sectors see higher female representation, while masculine-dominated sectors do not. Unfortunately, a significant portion of jobs are perceived as masculine, leading to an overrepresentation of male-dominated industries.