Slow change at the top: 'old hands' and 'accidental executives' in New South Wales local government
By: Smith-Ruig, Theresa.
Contributor(s): Sheridan, Alison | Grant, Bligh.
Material type:
ArticlePublisher: 2016Description: p.89-99.Subject(s): Managers | Women executives | Career development | Local government
In:
Australian Journal of Public AdministrationSummary: Scholars and practitioners alike have recognised that an increased role for women leaders in Australian local government would strengthen the sector, yet little research to date has examined the career paths of non-elected officials. This article combines the gender in organisations literature with career theory to examine the career paths of 16 general managers (GMs) in New South Wales. We found that half the participants had linear career paths based entirely within local government and half had boundaryless careers originating outside the sector. This second cohort consisted overwhelmingly of women. Nevertheless, a high incidence of happenstance characterised both career types. Several participants saw themselves pitted against a gendered (i.e. male) group of old hands who were resistant to change being driven by accidental executives, a high proportion of whom were women. The findings have implications for a sector attempting to attract and retain skilled staff, particularly women. - Reproduced.
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Articles
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Indian Institute of Public Administration | Volume no: 75, Issue no: 1 | Available | AR110954 |
Scholars and practitioners alike have recognised that an increased role for women leaders in Australian local government would strengthen the sector, yet little research to date has examined the career paths of non-elected officials. This article combines the gender in organisations literature with career theory to examine the career paths of 16 general managers (GMs) in New South Wales. We found that half the participants had linear career paths based entirely within local government and half had boundaryless careers originating outside the sector. This second cohort consisted overwhelmingly of women. Nevertheless, a high incidence of happenstance characterised both career types. Several participants saw themselves pitted against a gendered (i.e. male) group of old hands who were resistant to change being driven by accidental executives, a high proportion of whom were women. The findings have implications for a sector attempting to attract and retain skilled staff, particularly women. - Reproduced.
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