Experiences of Women on Career Progression to Leadership Positions in Nonprofit Organizations in Malawi

Gender and cultural biases continue to deter women from reaching their leadership aspirations in nonprofit organizations, and women continue to be underrepresented in leadership positions. This qualitative phenomenological study aimed to explore the lived experiences of women in senior leadership positions in nonprofit organizations to better understand the barriers and support factors to their career progression. Joan Acker’s (1992) gendering organizational theory and Hofstede’s (1983) cultural dimensions theory helped explain the persistence of gender disparities in leadership positions through an understanding of the power imbalances between men and women and the structural inequalities that continue to characterize organizational workforce and culture. The research question focused on understanding the barriers and support factors to women's career progression, and the leadership qualities that enhance their success. Social media, purposeful, and snowballing sampling were used to identify seven women who shared their experiences regarding career progression to senior leadership positions in nonprofit organizations in Malawi. The study focused on civil rights, social action, and advocacy nonprofit organizations. Data were collected using in-depth individual interviews. Using Saldana’s (2016) coding and Heidegger’s (1962) interpretive phenomenology, the study found that gender and cultural biases at organizational, societal, and personal levels limit women’s career growth and leadership opportunities. The study’s positive social impact is to enhance equal opportunities for women leadership in nonprofit organizations. The study provided recommendations for policymakers and nonprofit organizations to get more women into leadership positions.