Abstract
The ratio of women in top-management positions is improving very slowly, even in countries scoring high on gender equality like Iceland. Despite over three decades of research having documented the...
Highlights
All over the globe, women are still in the minority when it comes to seats on corporate boards and executive-level positions (Auster & Prasad, 2016; Broadbridge & Hearn, 2008; Eagly & Carli, 2007)
Well-known milestones occurred in 1975 when the women of Iceland took a day off from work, in 1980 when Iceland was the first country in the world to democratically elect a woman president, and in 2009 when the first woman became Prime Minister of the country and the ratio of men and women in government was equal for the first time (Centre for Gender Equality in Iceland, 2012)
Iceland has risen to the top of many measures of gender equality, such as the “Best country to be a woman” on the World Economic Forum’s measurement of the Global Gender Gap for many years in a row (Schwab et al, 2016), and for best advancing gender equity through parental leave policies according to the Parental Leave Equality Index (Castro-Garcia & Pazos-Moran, 2016)
Summary
Women are still in the minority when it comes to seats on corporate boards and executive-level positions (Auster & Prasad, 2016; Broadbridge & Hearn, 2008; Eagly & Carli, 2007). Despite these strides, and women’s labor force participation rate of 78.2%, which is the highest in the Organisation for Economic Co-Operation and Development (OECD; Ministry of Welfare, 2015), Icelandic women’s ascent to top-level positions has proven very slow (Loftsdottir & Bjornsdottir, 2015), as the above statistics on the Icelandic labor market attest. The focus is on women who hold middle-management positions because they are the ones who are in the pipeline, poised to take on executive-level positions How they experience their options can play a significant role in whether they seek or accept advancement to top-level positions. The research question is as follows: Research Question: How do women middle-managers experience the possibility of getting into top-management positions and what is holding them back from reaching the top?
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