Using the kaleidoscope career model to analyze female CEOs’ experiences in sport organizations

Abstract

Purpose

The purpose of this research is to examine the experiences of female CEOs in New Zealand sport using a career account approach overlaid with the Kaleidoscope Career Model (KCM). This research focuses on their successful careers, rather than constraints and barriers, which is a feature of much previous research in the area.

Design/methodology/approach

Semi-structured interviews and analysis were informed by the principles of the KCM of career authenticity, balance and challenge. Seven chief executive officers in New Zealand sport organizations were interviewed. Data analysis was undertaken through a three-step coding process.

Findings

Respondents highlighted the importance of authenticity, balance and challenge in different ways. The KCM model is extended by identifying sub-themes within each principle. These were, under authenticity, passion and relationship-building; under balance, self-awareness and influencing the organization; and under challenge, taking opportunities and working in sport’s gendered environment. Findings indicate that a more nuanced development of KCM is required and that decision-makers in sport organizations need to be aware of the varied drivers of women’s positive experiences.

Research limitations/implications

This research contributes to an understanding of successful women’s careers, rather than focusing on barriers to success. It also extends the KCM. Future research is necessary to examine the viability of our suggested extensions to the KCM.

Practical implications

While not generalizable, this study’s findings suggest that sport organization decision-makers would be well advised to understand the unique ways in which authenticity, balance and challenge are understood by their female employees. This may encourage organizations to look more closely at their cultures to ensure that they are more welcoming and supportive to women in a male-dominated industry.

Originality/value

This research contributes to an understanding of successful women’s careers, rather than focusing on barriers to success. It also extends the KCM. Future research is necessary to examine the viability of our suggested extensions to the KCM.

Citation

Shaw, S. and Leberman, S. (2015), "Using the kaleidoscope career model to analyze female CEOs’ experiences in sport organizations", Gender in Management, Vol. 30 No. 6, pp. 500-515. https://doi.org/10.1108/GM-12-2014-0108