A talent management framework for the advancement of women to executive management: a case study in the South African manufacturing industry

Abstract

Institutional structures in male-dominated industries perpetuate gender hierarchies, creating barriers to women’s leadership advancement. In manufacturing, these challenges are intensified by historical, cultural, and socio-economic factors that restrict the career growth of women. While progress toward gender equity has emerged in sectors like finance, ICT and academia, the manufacturing industry remains critically underexplored and resistant to transformation. Women remain significantly underrepresented in leadership positions within the manufacturing sector despite ongoing gender transformation initiatives. This study explored the organisational, social, and individual barriers affecting women’s advancement into leadership positions within a manufacturing organisation in South Africa. A qualitative single-case study design was adopted, and data were collected through semi-structured interviews with 20 employees serving in managerial and executive position. Thematic analysis was used to identify recurring patterns and experiences related to gender inequality, organisational culture, career progression, stereotypes, and leadership opportunities. The findings revealed that structural barriers, masculinised workplace culture, limited inclusivity and representation, unequal access to career development, and Merit-based biased, Accent bias continue to hinder women’s leadership advancement. While previous studies have primarily focused on identifying barriers, this study’s principal contribution lies in the development of a context-specific Talent Management framework aimed at enhancing women’s leadership representation within the manufacturing sector. The proposed framework integrates inclusive recruitment and promotion practices, leadership development initiatives, mentorship and sponsorship programmes, organisational culture transformation, performance support systems, vi and retention strategies to address systemic gender disparities. Theoretical contributions of the study provide a multi-level explanation of women's managerial and executive advancement that captures the interaction between individual, organisational, and societal factors. It offers practical recommendations on the implementation of gender-responsive personnel management strategies to support women’s career development and leadership development. The study contributes to the fields of talent management, gender studies, and organisational leadership by offering a practical and theoretically grounded framework that organisations can utilise to promote sustainable gender inclusion and leadership equity in male-dominated industries