Introduction
C-suite executives are skilled in both professional and demographic diversity. The essence of diversity is to create an inclusive work environment. Contemporary society has increased the number of female C-suite executives whose presence aids the corporation in adopting a diverse workforce. There is an increase in the ethnic and gender diversity of women in these positions. According to Post et al. (2021), the presence of women in C-suite executive positions enhances the decision-making and outcomes of organizational operations and processes. Diversity management stresses similar opportunities for each employee regardless of their professional background. While there is a significant improvement in the diversity of women in these leadership positions, there needs to be more proper characterization as to the nature of the skills these women possess, as well as individual professional experience and the overall outcomes of the organization’s diversity. This research attempts to characterize female C-suite executives’ skill and experience diversity and how it influences the organization’s overall diversity.
Statement of the Problem
The challenge addressed is the need for more diversity among C-suite female executives regarding skill and professional experience. A variety of studies address the challenge of the inclusion of women in top leadership positions. However, there needs to be more focus on contemporary research on diversity considerations regarding women’s professional skills and experience levels. It is imperative to note that diversity in terms of professional skills and level of professional expertise accounts for individual ability to handle the increase in diversity (Young & Jones, 2019). The problem addressed is thus low skill and professional experience diversity for C-suite executives
The background to this problem stems from the focus of contemporary research. Notably, while women make up nearly 50% of the American workplace, only about 3-4% are in executive positions, especially at the C-suite level (Evans et al., 2022). With only 12% of the women in corporate employment making it to a c-suite professional status from senior or mid-level employment, research needs to provide viable details regarding the variety of skill levels and professional experience. A study by Samuelson et al. (2019) only mentions that in 2019 the number of women were about 57% of workers, with only %% amounting to roles in c-suite executive positions, providing a lack of clarity into the nature of skills or level of experience among these women. The challenges linked to diversity management could be traced back to the absence of professional or skills diversity of female c-suite executives.
Another significant focus on diversity in executive female management positions is consistent with a gap in gender pay. It is imperative to note that C-suite female leaders earn about 4% less than male employees (Keller et al., 2020). Additionally, research specific to male-dominated industries exhibits 6% less earnings for c-suite female executives (Kräft, 2022). In the characterization of the above research studies, the underlying knowledge and problem is the limited presence of female c-suite executives and the gender pay gap as an element of female diversity in executive/top leadership positions. Notably, contemporary research assumes that women are not provided with sufficient opportunities to earn or acquire jobs in c-suite levels; however, there is an underlying and deeper motive for low diversity among these women in terms of their professional qualifications as their skill level and level of professional experience that is affiliated to diversity.
The assumption that women rarely recommend others to leadership positions stems from a sense of limited skill diversity and lower professional experience diversity rather than an inability to share in the success of others (Williams, 2023). Diversity in skill development and professional experience that prepares these women for diversity management for these positions provides them with an opportunity to enhance the overall organizational diversity. The challenge lies in enhancing organizational diversity by curbing the diversity of low-skill and professional experience of female c-suite executives. This study is thus critical in characterizing the essence of professional experience and skill level diversity in enhancing overall organizational diversity management.
Purpose of the Study
This quantitative study will test the social identity theory that relates (and compares) skill level and professional experience diversity of female c-suite executives in enhancing organizational diversity. The independent variables are skill diversity and professional experience diversity. The overall level of organizational diversity is the dependent variable. The population for the study is women in C-suite-level leadership or executive positions. Given the distinct nature of the population, the researcher will employ stratified random sampling. The G*Power 3 program will also set a course for sample collection totaling 150 participants.
Research Questions and Hypothesis
RQI:
To what extent does the skill diversity of women in top leadership/executive positions predict the degree of overall organizational diversity?
H1ο:
There is no relationship between the skill diversity of women in executive/top leadership positions and the degree of overall organizational diversity.
H1ι:
A statistically significant relationship exists between the skill diversity of women in executive/top leadership positions and the degree of overall organizational diversity.
RQ1:
To what extent does the balance of professional experience diversity of women in executive/top leadership positions predict the degree of overall organizational diversity?
H1ο:
There is no relationship between the professional experience diversity of women in executive/top leadership positions and overall organizational diversity.
H1ι:
Research shows a significant relationship between the diversity of professional experience of women in executive/top leadership positions and overall organizational diversity.
Population and Measurable Variables of Interest
Population of Interest
Female c-suite executives
Independent Variable
RQ1: Skill diversity
RQ2: The balance of professional experience diversity
Dependent Variable
Overall organizational diversity.
References
Evans, L. J. (2022). Potential Adverse Impacts of the Lack of Diversity of African American Women on Business Operations: Diversity and the Competitive Advantage (Doctoral dissertation, Walden University). https://scholarworks.waldenu.edu/cgi/viewcontent.cgi?article=13615&context=dissertations.
Keller, W., Molina, T., & Olney, W. W. (2023). The gender gap among top business executives. Journal of Economic Behavior & Organization, pp. 211, 270–286. https://www.nber.org/system/files/working_papers/w28216/w28216.pdf.
Kräft, C. (2022). Equal pay behind the “Glass Door”? The gender gap in upper management in a male‐dominated industry. Gender, Work & Organization, 29(6), 1910-1926. https://www.econstor.eu/bitstream/10419/266765/1/GWAO_GWAO12890.pdf.
Post, C., Lokshin, B., & Boone, C. (2021). Adding women to the C-suite changes how companies think. Harvard Business Review. https://hbr.org/2021/04/research-adding-women-to-the-c-suite-changes-how-companies-think.
Samuelson, H. L., Levine, B. R., Barth, S. E., Wessel, J. L., & Grand, J. A. (2019). Exploring women’s leadership labyrinth: Effects of hiring and developmental opportunities on gender stratification. The Leadership Quarterly, 30(6), 101314–101314. https://doi.org/10.1016/j.leaqua.2019.101314.
Williams, C. L. (2023). Still a man’s world: Men who do women’s work. Univ of California Press. https://books.google.co.ke/books?hl=en&lr=&id=Mam6EAAAQBAJ&oi=fnd&pg=PR7&dq=women+lower+in+experience+don%27t+recommend+others+for+jobs&ots=Apr66YK1Vt&sig=A9s3VJRH66hGLjYDsnjRVnX8ZSM&redir_esc=y.
Young, C., & Jones, R. (2019). Risky business: Why diversity and inclusion matter. Into the future: Building skills and capabilities for a diverse and inclusive workforce, workshop synthesis, and key research findings. https://vuir.vu.edu.au/41158/1/diversity_and_inclusion_workshop_report_final_rev-c.pdf.
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