| Women's leadership positions are not proportionate with the number of women in the U.S. workforce, and leaders might not be prepared to advance the implementation of corporate structure changes with the anticipated growth of women in leadership positions. The purpose of this phenomenological study was to explore lived experiences, concepts, perceptions, and beliefs about corporate cultural changes regarding the anticipated increase of women in upper management positions. Determining the challenges facing women attempting to attain upper management positions involved 4 theoretical foundations: (a) leadership theories, (b) feminist theories, (c) social identity theories, and (d) social role theories. The main research question pertained to the strategies that organizational leaders might implement to prepare for the anticipated corporate changes resulting from a projected growth of women in upper management positions between 2015 and 2020. Twenty-four individuals holding business leadership positions for 5 years in the United States participated in the study. Using an open-ended questionnaire online, the data were retrieved, coded, and analyzed for word frequency, comparative phrases, themes, and patterns. Findings yielded 3 primary results: organizations embraced the changes, women have stopped struggling for positions, and disparities were not intentional. The implications for positive social change are to engage employees to assess corporate culture needs, develop solutions, and aid in the implementation of changes. These changes will strengthen corporate culture from within; empower employees; and encourage growth, loyalty, and innovation to maintain a competitive edge and market share. |
