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Why Do They Leave? Voluntary Turnover of South African Women Executives

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Leadership, Gender, and Organization

Part of the book series: Issues in Business Ethics ((IBET,volume 27))

Editors’ Introduction

This chapter continues our analysis of the various systemic dynamics that may undermine women’s leadership in organizations. Just as not all networks, even professional women’s networks, produce positive experiences, similarly, not all systems create positive climates, particularly for women. In their study of South African women executives, Clark and Kleyn demonstrate how social and cultural conditions in South Africa, such as paternalism, male exclusive networks, a lack of influence and exposure to intimidation lead to the resignation of many very fine women executives. As we learned from Werhane, these cultural conditions can change, but without such change, there are situations where very talented people leave organizations or politics.

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Author information

Authors and Affiliations

  1. The People Business, Johannesburg, 2062, South Africa

    Desray Clark

  2. Gordon Institute of Business, University of Pretoria, 2146, Johannesburg, South Africa

    Nicola Kleyn

Authors
  1. Desray Clark
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  2. Nicola Kleyn
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Correspondence to Desray Clark .

Editor information

Editors and Affiliations

  1. School of Business, De Paul University, Jackson Boulevard, Chicago, 60614, Illinois, USA

    Patricia Werhane

  2. Dept. Philosophy, DePaul University, N. Clifton Ave. 2352, Chicago, 60614, Illinois, USA

    Mollie Painter-Morland

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Clark, D., Kleyn, N. (2011). Why Do They Leave? Voluntary Turnover of South African Women Executives. In: Werhane, P., Painter-Morland, M. (eds) Leadership, Gender, and Organization. Issues in Business Ethics, vol 27. Springer, Dordrecht. https://doi.org/10.1007/978-90-481-9014-0_11

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