The unintended consequences of role-modelling behaviour in female career progression

Abstract

Purpose Much 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/approach To 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. Findings The results of the interviews illustrate that role-modelling behaviour has the potential to negatively, rather than positively affect female career progression choices. Practical implications The 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/value This 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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