Abstract
PurposeMuch of the literature identifies the positive nature of role models in career progression. The purpose of this paper is to take the contrary perspective and explore whether role-modelling behaviour of senior female managers can be unintentionally interpreted as negative, with an associated negative impact on career progression decisions of female managers.Design/methodology/approachTo address this issue the authors took a grounded theory approach and 30 in-depth interviews were conducted with female middle-level managers in a wide range of Irish organisations.FindingsThe results of the interviews illustrate that role-modelling behaviour has the potential to negatively, rather than positively affect female career progression choices.Practical implicationsThe unintended consequences of role-modelling behaviour of senior female managers highlights both the concept of negative role-modelling behaviour and identifies its impact on female managerial career progression.Originality/valueThis paper offers new insights into the construction of the global role model by introducing two new elements – the realistic role model and the departed role model.
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