Role of Women Leadership in South African Mining Industry

Abstract

Aim

The research is aimed to analyse the impact of women leadership on the South African mining industryandits impact on securing leading positions.

Background

Discrimination towards women leaders in the mining industry is not solely based on their gender but sometimes also corresponds to their relatively young age. Womenleadership is a rapidly evolving and crucial topic in the mining industry which is owing highly prevalent gender disparities. In this regard, one challenge that women leaders frequently face in the mining industry revolves around the existence of biases and misconceptions about their roles and capabilities.Women tend to be associated with communal qualities such as friendliness, selflessness, and compassion, which are seen as less aligned with the traits typically associated with successful leadership roles.

Method

The study deployed primary data collection method where semi-structured interview is conducted to gather topic-specific information. It assisted in collecting qualitative datafrom different respondents.

Findings

This chapter describesresponses of different respondents and their viewpoints about the impact of women leadership on the South African mining industry. Their responses showed that women number is also growing in this industry and they are gradually securing leading positions in the mining industry. Gender hierarchies and cultural norms that are ingrained in families and society continue to be barriers that women must overcome in order to succeed in previously male-dominated workplaces.In most male-dominant occupations, the organisational practices fail to adequately address the specific personal, physical and, most importantly, work-life balance requirements of women.

Conclusion

This chapter concludedthe entire research into key points where role of women in South African mining industry and their current positions in this industry are also summarised in this chapter. It comprises learning journey, recommendations for future research, and impact of this research on the South African mining industry. It concludes the current scenario of women and suggest effective ways to increase involvement and employment of women in the mining industry. Women were thought to be less similar to successful managers than men. Female board members act as role models for other women who want to work in the same field, motivate other women colleagues to move up to senior management positions, and often help other women through corporate networks.

Chapter 1: Introduction

This chapter comprises my research proposal, which in the final paper will be the introduction chapter to my study.

Introduction to the Study

The mining industry is one synonymous with a “hard” or “tough” culture and within the South African context has a long and deep routed history of racial and gender discrimination. “Women in mining”, a developing phenomenon, seeks to address the inclusivity of women in what has traditionally been a male dominated industry. There are many misconceptions that plague women in the industry, many created by the physical nature of the work being performed, and the legacy of females permitted by legislation to only perform administrative roles on mines in the past.

This contributed in creating an environment, in the present context, where women are far less likely to pursue a career in mining due to inherent conscious or unconscious bias attached to being female. Legislation has helped in providing clear frameworks to create environments where women in the industry can thrive, however, there is a long way to go before such transformative efforts happen organically and not by way of imposing legislation. Out of a total workforce of approximately 460 000 individuals employed in South African mining operations, only 64 500 are female – roughly 14%. A target of 50% women representation in management has been set for the next decade. (Minerals Council South Africa, June 2022).

Recognising that a lot still needs to be achieved, commendable is the fact that of six companies listed on the Johannesburg Stock Exchange (“JSE”) that are headed by women, three are mining companies – Exxaro Resources Limited, Anglo-American Platinum Limited and Kumba Iron Ore Limited. This study seeks to understand the attributes that females thriving in leadership positions within the South African mining industry possess and how this manifest in one’s authenticity and leadership style – “how do we arrive and who do we arrive as?” 2 In the rest of this chapter, I will outline the research opportunity that I wish to study, providing a brief background to myself within the context of the topic. I will go on to outline my research goals in undertaking this specific study and craft primary and secondary questions that will guide the research that I will conduct. Following on I will articulate the theoretical framework that I will draw on in my study as well as my research approach and proposed research methodology and methods. My data collections methods will also be articulated together with an indication of how I will analyse and interpret the data. Before concluding on the chapter, I will go on to explain measures that will be in place to ensure that the method of getting from data to theory/results will be a rigorous one and discuss the ethical considerations that will need to be considered in this study.

Situation of Concern or Research Opportunity

My career within the mining industry began in 2008 and I experienced a fast progression to executive management – 2014 being the year that I took on my first executive role. I am a partner to business units and departments within the group with the objective of ensuring overall financial management of the business and that all financial objectives are achieved. I play an active role in all business aspects in order to support the business in operational and strategic decisions. Having introduced the study in section 1.1, my interest in this study is a personal one, having been in the mining industry for a considerable amount of time and progressing relatively quickly up the leadership ranks.

Over the years, as I reflect on my progression and experiences, I have found that I present myself differently at work than I do in a different setting such as at home or with friends. There is a shift in my demeanour, which has led me to reflect on whether my work environment has had an impact on me as an individual, my leadership style, and how I present myself in the world. This leads me to question whether women in similar positions have the same experience and what is it (attributes) that enables women to thrive in a male dominated environment such as mining.

Research Goals

            Goals are an important way of identifying for oneself good reasons why it is worth undertaking a study – which requires making choices. Bickman, Rog & Maxwell (2014) distinguish between three types of goals; Personal goals, Practical goals and Intellectual goals. Personal goals can be described as one’s motivation for conducting a study, which could include “deeply rooted individual desires and needs” (Bickman et al., 2014, p. 219). These goals often also overlap with practical goals.

Having been employed in the mining industry for a considerable amount of time I am passionate about meaningful female representation and inclusivity within the sector, whilst having an appreciation for the sector being predominantly male dominated and having a history of both racial and gender discrimination. From my own observations and experience, I am curious as to the attributes that females thriving in leadership positions within the sector possess and the impact this has on one being their authentic self and their leadership style.

Practical goals are those that relate to an accomplishment or achievement of a goal (Bickman et al., 2014). My practical goals for this study are quite simply the achievement of my personal goals outlined above. Intellectual goals Intellectual goals are described as “focused on understanding something, gaining some insight into what is going on and why this is happening” (Bickman et al., 2014, p. 220). My intellectual goals for this study are to develop an understanding of the attributes displayed by female leaders in the South African mining industry and whether being in a male dominated industry has an impact on this and one’s leadership style.

Research Question(s)

            The purpose of focusing questions is to clarify for oneself what it is that you want to research in a study and ultimately learn or achieve with the study. Bickman et al. (2014) state that “these specific questions are generally the result of an interactive design process, rather than the starting point for that process” (p. 229). Research questions develop and evolve during the research process based on knowledge and information (data) gathered. The two main functions of research questions, according to Bickman et al. (2014), are to focus the study and to guide how one conducts the study, which links with the personal, practical and intellectual goals articulated in section 1.3 above.

The main research question that I have is: In the context of the South African mining industry, what attributes enable women to thrive in leadership roles? The following focusing questions will be advanced to support the main research question: 1) What impact does leading within the mining industry have on women’s leadership style and interaction with the world? 2) What happens to the strengths of women in leadership positions within the mining industry? 3) How do we bring the full reigns of the quality of women leaders within the mining industry?

4) What internal barriers do women in leadership positions within the mining industry place on themselves? I am uniquely placed to conduct research in this area as I am a female in a senior executive leadership role within the South African mining industry with over 14 years total experience in the sector. I have knowledge of and access to role players in the industry. I care about this study because it is something that has bothered me for some time and it will interest me to understand the phenomenon and how others in similar positions experience it in order to develop an understanding of this.

The Literature that will Inform the Study

            This section will not form part of my final research submission but is presented for purposes of the proposal. 5 Drawing on my main research question and the focusing questions in section 1.4 above, I will draw on literature particularly focussed around “women in mining”. The search terms or phrases that I will use when searching the literature will include: • Leadership • Authentic leadership • Virtues • Attributes Databases that will be most relevant to my study will include Google Scholar, MCSA and Women in Mining South Africa (“WiMSA”). Google Scholar will also be applicable as well as journals from leading mining and leadership publications. As I will be following a phenomenological research approach in the study (section 1.7 below), my searches will also include texts in this regard.

The Conceptual/Theoretical Framework that will Inform the Study

            Bickman et al. (2014) describe the conceptual framework as “the system of concepts, assumptions, expectations, beliefs, and theories that supports and informs your research” (p. 222). This is further elaborated as “a tentative theory of what is happening and why” (p. 222). Therefore, a conceptual framework shows the relationship between concepts and their impact on the phenomenon being investigated. Developing a conceptual framework takes into account: • One’s own experiential knowledge; • Existing theory and research; • Pilot and exploratory studies; and • Thought experiments.

Research Approach and Methodology

Research approach I will follow a phenomenological research approach in this study. One’s view of what constitutes truth and knowledge is described as a paradigm and this is the combination of (1) one’s ontology – what you believe to be the nature of the world (reality), and (2) epistemology – the way in which we know what we know or how we understand knowledge. Therefore, the paradigm can be described as the description of one’s worldview. The research will be undertaken within the interpretivism paradigm where my ontology is constructionism – reality is socially constructed. Research methodology the simplest way in which I describe a “methodology” is the method by which one collects data and information.

At times the way you use your methodology is also informed by your theory, being the lens, through which one analyses and views the data (theoretical framework), or a way of thinking – they intersect and inform each other. This study is a qualitative study that will be based on an interpretivist theoretical framework – interpretive phenomenological analysis (“IPA”). The method is appropriate in that it will allow me to understand the experiences of women in similar positions to my situation of concern. 7 The research methodology takes into account my research questions and the interviews to be conducted will be designed with this in mind.

Data Collection and Analysis

Data Collection Methods

The primary data collection method for this study will be in depth semi-structured interviews – where multiple perspectives from participants in similar positions will be gathered; this will allow for natural conversations with participants to take place whilst working through a checklist of topics to cover. This will also allow the participants to be at ease and free to converse on the topics raised. Reflections on the process of enquiry will also be maintained through journaling during the research process, wherein I will reflect on the process of inquiry by way of observations. Potential risks in this data collection method may be around concerns of confidentiality and I will therefore need to provide such assurance to participants.

Data analysis methods

The data collected in this study will be analysed and interpreted by way of drawing out themes based on the information shared in the interviews. This will be done by a process of thematic coding, most likely with the use of a computer-based package such as NVivo. Reflections on the process of inquiry by way of maintaining a journal throughout the research process will also form part of the analysis and seeing how the different themes interplay. Below in Figure 2 is an illustration of the anticipated timeline for the research process. • Research proposal & ethical clearance • Complete chapter 1 of research study July • Complete chapter 2 of research study August – September • Complete chapter 3 & 4 of research study October – November • Complete chapter 5 & 6 of reserach study • Research study submission December Journal recordings / Reflections

Rigour and Ethical Consideration

            Rigour Eisenhardt, Graebner& Sonenshein (2016), highlight three fundamental criteria upon which the rigour and quality of inductive papers is achieved: • First, is coherence in the emergent theory that is simple enough to remain true to the core insights. • Secondly, the constructs or themes are convincing enough to a reader in the data presented and one is able to follow this through to the emergent theory. • Lastly, the provision of rich and fresh insights, which is not merely the presentation of already existing theory. In ensuring that my method of getting data to theory/results will be a rigorous one, and therefore trustworthy, I will endeavor to meet these fundamental criteria.

Ethical considerations in planning and carrying out my research, ethics will always feature as part of my considerations in ensuring the safety and well-being of those who participate in the research. As the data collected is from a perspective offered from the personal lives of participants it is important that the data can be trusted based on the integrity and honesty of the research. Polkinghorne (2005) highlights that “researchers need to be persistent in their judgments that the data presents the perspectives of the participants” (p. 144).

The process undertaken to arrive at the data needs to be transparent as there is considerable leeway in how I select and process the data during the developmental phase. Participation in the process will be voluntary and consent will be obtained from all participants. The confidentiality of participants will also be maintained in order for participants to be free in describing their lived experiences. In order to ensure that all participants are treated fairly and that there is no discrimination, selection criteria will be proposed and applied to all prospective participants. I will also guard against my own bias in the research process, and in so doing will make use of reflective practice in order to reduce researcher bias.

Conclusion

            The mining industry is one synonymous with a “hard” or “tough” culture and within the South African context has a long and deep routed history of racial and gender discrimination. “Women in mining”, a developing phenomenon, seeks to address the inclusivity of women in what has traditionally been a male dominated industry. Many misconceptions plague women in the industry and this seems to make the gender imbalance only worse as an environment is created where women are less likely to pursue a career within the sector.

Having been in the mining industry for a considerable amount of time and progressing relatively quickly up the leadership ranks I have come to reflect on whether my work environment has had an impact on me as an individual, my leadership style, and how I present myself in the world. This leads me to question whether women in similar positions have the same experience and what it is that enables women to thrive in a male-dominated environment such as mining.

The study seeks to understand the attributes that females thriving in leadership positions within the South African mining industry possess and the impact this has on one’s authenticity and leadership style – “how do we arrive and who do we arrive as?” I will follow a phenomenological research approach in this study. The study is a qualitative study that will be based on an interpretivist theoretical framework – interpretive phenomenological analysis.

 

Chapter 2: Literature Review

Introduction

Literature review is the most important part of the research study that is focused on the exploration of past research studies that are conducted on the particular research topic in order to set the evidence based. In the process of literature review, the research study focuses on gaining insight in the past literature studies in such a way that the findings of the past studies about the particular research context can be gained in detail. The literature review fosters a strong theoretical and conceptual base for any research study by examining what other researchers have examined in relation to the particular research context.

Concept of Women Leadership and Authentic Leadership

Currently, there is a notable increase in the number of women who are employed in various industries, indicating a growing trend of female dominance in the workforce. The trend of increasing numbers of women leaders is also evident globally (Choi & Greaney, 2022). Despite the significant contributions of women leaders to the success of companies, there remains a dearth of documented research on the subject.

The manufacturing sector has traditionally been dominated by males, resulting in the neglect of the effectiveness of women’s leadership (Smith, de Regt &Tekalign, 2022). Numerous prior empirical studies have considered the concept of female leadership but not in detail (Maida & Weber, 2022; Flabbi et al., 2019). However, the present study will utilise the notion of women’s leadership throughout the entire study.

The concept of women’s leadership is multifaceted, encompassing a range of theories and styles whilst constitute a subset of leadership; thereby can be subject to varying definitions. In this relation, the notion of women’s leadership pertains to the proposition that women are capable of competently undertaking leadership roles and occupying positions of authority across diverse domains, such as commerce, governance, scholarship, and civil society (Medina-Vicent, 2015).

The statement underscores the significance of incorporating women’s viewpoints, encounters, and competencies in the decision-making procedures and leadership roles within teams or entities.In contrast to the notion of women’s leadership, the idea of genuine leadership is far more all-encompassing, relative, and relevant to each and every leader, regardless of their gender. According to Chen and Sriphon (2022), this style of leadership is characterised by an emphasis on displaying authentic conduct while also ensuring that one’s activities are in line with their core values and beliefs.

In support of this notion, Kim et al. (2023) elaborated that genuine leadership is distinguished by the leader’s capacity for self-awareness, transparency, and consistency in their behaviours. Followers of a leader are far more likely to have faith in that leader and their decisions when they see them possessing these attributes.

In this relation, Hanim&Naiemah (2021) opinionated that some may accept that women may and do hold positions of authority, while others may regard this as proof that women deserve the same privileges and opportunities as men and hence take a feminist stance. However, there are many who argue that the feminine qualities prized by modern businesses are what women executives want to highlight. As per Asgari, Dasgupta & Stout (2012), the differences between masculinity and femininity, which are regarded to be influential and contrasted with one another in a number of ways, are a continual verification of women’s leadership.

In this context, Lawson et al. (2022) stated that the characteristics like decision-making, problem-solving and achievement are the elements that have been compared between women and men. Indeed, women and men are biologically different to each other. Normally, men are noticed as more aggressive compared to women who are nurturing. There are still different stereotypes towards women’s and men’s characteristics and roles in society.

But stereotypes for men are valuable for them as compared to women, which affects them strongly and undervalue women in their work life. In the context of authentic leadership, Lee (2022) propounds that male leaders tend to consider emotion as an essential and favourable characteristic, while women leaders tend to be more introspective and view the emotional expression as a potential vulnerability.

Women’s Leadership in the Mining Industry

Kovaleva et al. (2022) have reported that in the sectors of renewable energy, oil, gas, transportation and mining, men tend to receive more support than women, as depicted in Figure 5. This viewpoint can be easily held, owing to the fact that it is a common perception that the oil, gas, and mining sectors are predominantly male-dominated industries, which may influence one’s viewpoint.

In this relation, by conducting interviews with fourteen young ethnic women who had previously been involved in women’s leadership training, Matelski& Noan (2022) further elaborated that the practice of women leaders is only restricted to verbal sayings and, in reality, is not true. Moreover, discrimination towards women leaders in the mining industry is not solely based on their gender but sometimes also corresponds to their relatively young age.

Figure 1: Gender composition in different sectors

(Source: Kovaleva et al., 2022)

In reference to Glass Ceiling Theory, Durst et al. (2022) further shed light on the situation of women’s leadership in the mining industry. The theory posits that there exist intangible barriers that impede the progression of women to higher levels of leadership. Within the mining sector, the glass ceiling phenomenon may materialise in the form of restricted prospects for advancement, prejudiced promotion procedures, or marginalisation from influential decision-making spheres. Comprehending the intricacies of the glass ceiling phenomenon can facilitate the identification of tactics aimed at surmounting these obstructions and advancing women’s leadership.

From the standpoint of Arthur-Holmes, Busia & Katz-Lavigne (2023), women’s leadership in the mining industry is a rapidly evolving and crucial topic owing to highly prevalent gender disparities. In this regard, one challenge that women leaders frequently face in the mining industry revolves around the existence of biases and misconceptions about their roles and capabilities. In assent to this, Dar &Shairgojri (2022) further stated that in industries such as transportation and mining, women are a relatively infrequent presence, yet they are burdened with excessive workloads.

Conversely, the retrospective study of Australian coal miners (30,390) conducted by Chong & Collie (2022) highlighted that aside from following the practice of discrimination based on prevalent stereotypes, less consideration is given towards the safety of women in the mining industry. This particular statement was also evident in the findings of the author’s study, revealing that female gender and old age were statistically significant predictors of increased duration of work absence.

In contrast to the above viewpoints, Barkhuizen, Masakane& van der Sluis (2022) asserted that women leaders within the mining industry are actively disrupting traditional gender norms and overcoming barriers. Individuals holding prominent roles, such as Chief Executive Officers, engineers, high-level executives, environmental specialists and geologists, are currently in positions of occupation. The women leaders in question possess a wide range of aptitudes, backgrounds, and viewpoints, thereby enhancing the field with their distinct and valuable input.

As an example, women leaders within the mining sector are concurrently carrying out endeavours towards social responsibility and sustainability. As these stakeholders acknowledge the significance of adopting responsible mining practises and endeavour to mitigate the ecological ramifications of mining activities (Alizadeh, 2022).

According to Erçetin (2016), women leaders frequently prioritise community involvement, sustainable development and stakeholder engagement. The adoption of an inclusive approach by the concerned party facilitates the establishment of partnerships and trust with various stakeholders, including indigenous groups and local communities. Consequently, the presence of women in leadership positions within the mining industry could result in a positive impact on the culture of the workplace.

Women leaders have a tendency to foster work environments that are inclusive and collaborative. Their top priority is to establish a culture that places a high value on equality, respect and diversity. The cultural transformation facilitates the generation of novel ideas, amplifies the involvement of personnel, and allures and preserves a workforce with varied experiences and perspectives.

Impact of Leading within the Mining Industry on Women’s Leadership Style and Interaction with the World

Concerning the change in women’s leadership style, Lauwo (2018) opinionated that leading within a mining industry, women could experience significant challenges in inspiring, engaging and involving diverse stakeholders. Even though most mining occupations now demand specialist skills and training instead of physical strength due to recent technological advancements, masculinity is still prevalent in the industry. Furthermore, Bin Bakr &Alfayez (2022) asserted that women leaders often display transformational leadership traits, emphasising team empowerment and development, creating a great workplace culture, and encouraging innovation. In contrast, men leaders frequently adopt leadership approaches that involve exerting control, being straightforward, and exhibiting autocratic tendencies.

In this regard, it can be evaluated that male-domination in the industry could impact women leaders in frequently utilising an authoritarian leadership style. This leadership style emphasises the establishment of personal dominance, a centralised authority structure, and the exercise of power over subordinates, with a focus on demanding unquestioning obedience. In support of this evaluation, Wang et al. (2013) also stated that the leadership style of authoritarianism is commonly associated with traits stereotypically attributed to males, while benevolence is typically associated with traits stereotypically attributed to females.

Additionally, Botha (2016) revealed that women occupying key roles operate close to their male counterparts, usually in isolation, while they are prone to experiencing sexual misconduct and/or harassment. Employees working in subterranean mines are frequently in close physical proximity to each other during their transportation to their subterranean workplace. This proximity may heighten the likelihood of sexual harassment (Valadares et al., 2022).

In addition, Babic &Hansez (2021) observed that male colleagues typically demonstrate reluctance to provide the necessary assistance to their female counterparts. This is especially true in terms of providing informal job orientation, encouraging camaraderie, and working together on projects, all of which are essential for the success of female employees. On the other hand, men typically display a tendency of neglecting, bullying, and undermining the newly recruited female employees who are competing with them for jobs.

As per Shemahonge, Kyando&Malingumu (2022), in light of the widespread occurrence of sexual harassment and misconduct within the mining industry, women leaders may perceive a necessity to adopt a leadership approach that is more protective and assertive. The leadership style endeavours to safeguard and authorise subordinates while cultivating an environment of confidence and esteem.

Besides this, with respect to the impact of reluctance shown by male colleagues in terms of extending support, Daud (2020) elaborated that women leaders might pursue a leadership style characterised by greater autonomy and self-sufficiency, such as a self-leadership style. By integrating this leadership style, women leaders could concentrate on constructing their networks, pursuing guidance from other female leaders or experts beyond the company, and establishing support mechanisms. The ability to be self-sufficient enables individuals to surmount obstacles and adeptly fulfil their responsibilities, even when confronted with insufficient support from male counterparts as well as communicate, interact and navigate in the world.

In the form of a recommendation, Lianaa (2021) argued that transformational leadership could potentially be adopted by women leaders in the mining industry to influence job satisfaction and commitment amongst team members positively. In this regard, it has been evaluated that both transformational and authentic leadership styles share similarities. Transformational leadership theory posits that leaders act as role models while exhibiting ethical behaviour. Authentic leadership theory also posits that leaders who exhibit genuine behaviour and uphold moral principles consistent with their values are perceived as role models by their followers (Yavuz, 2020).Conversely, Dar &Shairgojri (2022) propound that aside from being exposed to external influence on leadership style, women leaders can also exert significant influence on individuals, groups and organisations.

In assent to this statement, Denoncourt (2022) described that women leaders frequently prioritise diversity and inclusion initiatives within their organisations. The acknowledgement of the significance of varied experiences and perspectives in propelling innovation, addressing challenges, and making informed decisions is evident. Consequently, organisations may adopt measures and strategies aimed at fostering gender parity, equitable access to opportunities, and harmonious integration of work and personal life. Through the cultivation of an inclusive culture, women leaders make a valuable contribution towards the establishment of a more equitable and supportive environment for all individuals, regardless of gender, within the mining sector.

From the standpoint of Woźniak et al. (2022), working in a mine is commonly associated with males, and the employment of women in the mining industry tends to elicit curiosity and condescension. According to the findings presented by Kansake, Sakyi-Addo, &Dumakor-Dupey (2021), female employees in the extractive industries express discontentment regarding issues such as bullying, income disparity, gender bias, ambiguous career trajectories, and inadequate peer support. Over half of the participants reported encountering instances of gender-based discrimination. It indicates that frequent modifications in the leadership style of women leaders could emerge whilst working in the mining industry; however, with the utilisation of transformational, self-leadership and assertive leadership styles, women leaders could potentially navigate both in the mining industry as well as interact with the world.

Role of Strengths of Women in Leadership Positions in the Mining Industry

The disparities that women face when attempting to advance in the corporate world have frequently been the subject of research on gender and leadership, with a focus on the “glass ceiling” and its impact in particular. The glass cliff is an additional challenge that women frequently face after they are in leadership roles, according to new archival research. Because these jobs are more likely to include managing organisational units that are experiencing a crisis, women have been found more inclined than males to be nominated to leadership positions that come with a greater likelihood of criticism and failure (Haslam & Ryan, 2008).

The study by Gipson et al. (2017) also suggests although women have been successful in acquiring supervisory and middle management roles at rates commensurate to their workforce share, entry to the higher echelons of leadership continues to be comparatively difficult for them to achieve. In comparison to men, women were seen as being less comparable to successful managers. However, Terjesen, Sealy & Singh (2009) have examined how the representation of women on corporate boards affects the results of corporate governance, which in turn affects performance.

Based on previous research, the study concludes that organisations are better able to carry out the goals of their social agencies when they have an equal number of male and female board members. Besides, female directors have also been found to demonstrate a greater inclination towards discretionary aspects of corporate responsibility compared to their male counterparts.

 In the same context, the results of a meta-analysis conducted by Paustian-Underdahl, Walker &Woehr (2014) of 95 studies reveal women’s leadership styles are more suited for contemporary organisations. As per social role theory, men are supposed to be more agentic, aggressive, and autonomous, whereas women are often characterised as being more communal, relationship-focused, and caring. The idea that there is a “female advantage” in modern leadership depends on the notion that women are more likely to embrace empowering and collaborative leadership styles, whereas males may experience disadvantages owing to their propensity to act in a command-and-control manner and establish their dominance.

In addition, the literature by Nielsen &Huse (2010) performed a unique assessment of 201 Norwegian enterprises and discovered a favourable correlation between the proportion of female directors and strategic board control. A decrease in conflict and an increase in board development activities has also been discovered by authors as mediators between the beneficial impacts of women directors on board performance. The ability of women leaders to offer strategic input in board meetings helps develop effective and fruitful decisions; also, their participative leadership style and sensitive characteristic make them give increased attention to others’ needs and, in turn, allow them better meet stakeholder expectations than men leaders.

Terjesen& Singh (2008) further added that female board members serve as career role models for prospective female employees, encourage women workers to advance to senior management positions, and frequently mentor other women through corporate networks. In contrast, Heilman (2012) stated that although women’s contributions to corporate boards have long been recognised, they have achieved only minor advancements in leadership roles. Descriptive gender stereotypes were discovered to exist in a variety of job situations as well as in social and household settings, despite the fact that there are more women in the workforce and that they are increasingly filling traditionally masculine roles.

Women’s chances of being chosen for leadership positions are likely to be influenced by the perception that they are underqualified to manage male-gender-typed activities and positions. Compared with the 2001 Census, a significant increase in the proportion of indigenous women working in the Australian mining industry has been reported by Parmenter (2011). Yet, there is widespread consensus that the mining sector is strongly gendered and that women are more negatively impacted by mining than males. Botha &Cronjé (2015) conducted research on the number of women working in South Africa’s mining sector and saw a rise in the number of female employees, yet less than men.

The increase in employment of women in core mining activities indicates that they should occupy positions that are on par with those held by men; however, women often find it challenging to perform mining work that needs physical stamina and strength. According to the theory of human capital, the uneven resources that men and women contribute to the workforce lead to gender stratification. According to the notion, since women possess lesser “human capital”, including training, experience and credentials to give, employers value them less and pay them less than males. For instance, the average female participation percentage in the worldwide mining sector is only 6% (Botha, 2017).

However, Pimpa&Phouxay (2017) have asserted that observation of the mining industry reveals that hiring women results in an amazing safety record and less equipment maintenance and as a result, many businesses are actively seeking out female candidates to handle machines and drive vehicles. In addition, women are frequently more trustworthy, more obedient to laws and safety standards, and might be more trustworthy employees than men.

According to the role congruity theory, women who exhibit independent, aggressive, self-confident or ambitious qualities that are often associated with males positioned in managerial roles or working in the mining industry are often viewed less positive as compared to men and as a result, the majority of women participate less in the mining sector, making mining the second most industry to be dominated by men sector after the construction sector (Pimpa et al., 2016; Lekwadu&Lekganyane, 2022).

Overall, literature studies indicate that organisations with equal representation of male and female board members are more effective in fulfilling social agency goals. Women directors exhibit a stronger inclination towards discretionary corporate responsibility. Women’s leadership styles are considered well-suited for contemporary organisations, emphasising collaboration and empowerment. However, gender stereotypes and physical demands pose challenges for women in male-dominated industries like mining.

Internal Barriers Faced by Placement of Women in Leadership Positions in Mining Industry

Women occupy a disproportionate number of positions in authoritative leadership roles than males, which is a global phenomenon caused by barriers to leadership possibilities. From the perspective of Sojo et al. (2016), despite the continuous increase in female participation in the labour force globally over the past sixty years, women still face significant challenges in obtaining top leadership positions. For instance, in 2014, the representation of women in important decision-making roles remained highly low, with only 10 percent and 20 percent of seats on boards of and in parliaments. The absence of regulatory measures was linked to a decrease in the proportion of women serving on boards.

In contrast, Johns (2013) highlighted a number of other barriers that prevent women from reaching top management roles. These obstacles include issues with society, the government, corporate operations, and organisational structure. In addition, there are several career pipeline obstacles responsible for preventing women from advancing to leadership positions. These involve an absence of mentorship possibilities, being assigned to unfulfilling jobs, having different performance requirements for men and women, and having restricted opportunities for informal communication networks.

The study conducted by Islam et al. (2022) has looked into the challenges women in Malaysia’s public universities experience while trying to access and hold leadership roles. For the purpose of gathering empirical data, semi-structured interviews in Malaysia from six different public institutions comprising a total of twelve administrators were considered. Internal politics, male dominance, a lack of financial as well as non-financial perks, along with prejudices among senior management employees have been identified as some of the major organisational challenges that women encounter in obtaining leadership roles.

Likewise, Davis & Maldonado (2015) have studied leadership development for African American women using qualitative methods. The results demonstrate there still exists double standards for male and female executives. Women might not be aiming for leadership jobs because they are unaware that they can hold leadership positions. Additionally, female executives may not be considered for these positions if succession strategies are formed or may be discouraged from pursuing them by superiors.

Ellemers et al. (2012) have proposed the gendered organisation’s theory to refute the idea of gender-neutral organisations. According to this notion, gender is a factor in every organisation. Additionally, this theory sees organisational procedures as well-planned timetables that discriminate against women in favour of males. According to this idea, the disadvantage of nominating women to leadership roles is either explicitly or subconsciously reflected in the normative gender norms in an organisation.

In support of the aforementioned argument, Ely, Ibarra & Kolb (2011) asserted that the attribution and recognition of leadership identities in social interactions are not arbitrary; instead, they are influenced by prevailing cultural beliefs and perceptions about leadership. The term “leader” often carries a masculine connotation, portraying the traditional leader as someone assertive, authoritative, and self-reliant. Conversely, women tend to be associated with communal qualities such as friendliness, selflessness, and compassion, which are seen as less aligned with the traits typically associated with successful leadership roles.

Kuranchie-Mensah &Amponsah-Tawiah (2016) have further argued that women are disproportionately represented in lower-paying occupations like mining compared to men, and they face greater barriers in obtaining supervisory and managerial roles. Additionally, a considerable number of women are engaged in the informal economy, where they encounter unsafe and unhealthy working conditions, receive low or irregular incomes, experience job insecurity, and have limited access to crucial resources such as information, markets, finance, training, and technology.

Bell & York (2010) added that the image of the working-class provider is typically associated with masculinity and hence there remains a significant gap in women workers in the coal and mining industry. For instance, in a one-minute commercial featuring 15 coal miners, not a single woman is depicted, aligning with conventional mainstream beliefs about “the provider” in American society and specifically within Appalachian coal communities.

It is discussed by Liu (2018) that the mining and oil industry exhibits the lowest level of female representation on boards, with only 6.6 percent of board members being women. On the other hand, the retail trade is one with the highest proportion of female leaders. Martin & Barnard (2013) asserted that the main difficulties encountered by women in male-dominant occupation line mining include the formal and hidden organisational practices that perpetuate gender discrimination.

In most male-dominant occupations, the organisational practices fail to adequately address the specific personal, physical and, most importantly, work-life balance requirements of women. Nevertheless, according to Halstead (2017), working in a male-dominated occupation can be emotionally challenging for women due to the physically demanding nature of the job, insufficient physical strength, and the impact of hormone cycles. These factors contribute to increased emotional strain for individuals engaged in labour-intensive work within such environments.

O’Brien, Hanlon & Apostolopoulos (2023) have added that gender hierarchies and cultural norms that are ingrained in families and society continue to be barriers that women must overcome in order to succeed in previously male-dominated workplaces. The importance of male domination in traditional family systems has not changed, despite advances in female equality and empowerment. These deeply embedded gender norms permeate organisational practises and policies, resulting in gender-restricted positions for women.

According to Diehl &Dzubinski (2016), eliminating barriers related to gender is a smart place to start if organisations actually want to unleash the knowledge that exists in women and men. Furthermore, considering that these barriers are invisible, organisations could consider making both technological and social adjustments in line with the sociotechnical systems change theory. This idea contends that for change to be successful, both the technical requirements of the job and the social network that links people must adapt.

Thus, it is inferred from literature findings that women face numerous barriers to obtaining and advancing in leadership positions, including traditional gender hierarchies, discriminatory organisational practices, limited mentorship opportunities, biased performance expectations, and restricted access to informal communication networks. These challenges persist globally, and cultural beliefs about leadership further hinder women’s progress. In male-dominated industries like mining, physical demands and hormonal factors add to the emotional strain experienced by women. Addressing these barriers requires both technological and social changes within organisations.

Literature Summary and Gap

Based on the above analysis and evaluation, it can be summarised that despite women leaders being perceived as competent in assuming leadership positions and contributing varied viewpoints to the decision-making procedures, they encounter several obstacles, such as gender inequalities, prejudices, and discriminatory practices. In light of this, the assumptions of the glass ceiling theory also highlighted that individuals face intangible obstacles that impede their progress towards higher positions. In spite of these challenges, women leaders are aggressively questioning traditional gender stereotypes and putting a focus on community participation and sustainable success in the mining sector.

Different people may adopt different leadership styles as a response to the male-dominated atmosphere and the widespread incidence of sexual harassment. However, according to literature, organisations with an equal number of male and female board members are more successful in achieving the objectives of social agencies because female directors show a better propensity for corporate responsibility. Women’s collaborative and empowered leadership philosophies are a good fit for modern organisations.

 Though, despite a rise in female employment, the mining industry still disproportionately favours one gender over the other. Obstacles exist for women in terms of physical endurance and strength, which are needed for mining jobs. However, other studies indicate that employing women in mining jobs might result in better safety records and less equipment upkeep. However, there are still barriers that women in leadership roles must overcome, including internal politics, dominance by men, an absence of rewards, and biases among senior management staff.

The selection of women for leadership posts is further impacted by a lack of regulatory controls, limited mentorship possibilities, biased performance standards, and poor informal communication networks. Organisations must adapt their social practises in order to address these issues, emphasising the significance of removing obstacles based on gender and advancing gender equality. Overall, the analysis of female leadership positions within the mining industry of South Africa has received insufficient attention; as a result, the demand for more comprehensive research attempts in this area has been brought to light.

Chapter 3: Research Methodology

Introduction

The primary objective of the research that has been carried out is to conduct an in-depth analysis of the women leadership in the South African mining industry in terms of the attributes that enable women to thrive in leadership roles in this industry. In this context, the researcher was tasked with carrying out productive study which could only be accomplished by the application of substantial research methods. This is due to the fact that the research technique is the most important aspect of the study, as it is responsible for the overall structuring of the investigation.

This is done by specifying the many conditions under which the data must be connected and analysed, as well as the presentation of the research conclusions. As a consequence of this, the research chapter comprises the discussion of the methodology, in which various research techniques, methodologies, approaches, etc. are explored in an in-depth way alongside the rationale of their selection in relation to the particular study topic.

Research Philosophy

            According to the findings of Majid and Vanstone’s research (2018), a research philosophy may be defined as a set of beliefs concerning the conditions under which data linked to a phenomenon should be gathered, analysed, and utilised in the study. The research philosophy can be found in a variety of forms, such as positivism, interpretivism, realism, and other forms, which are taken into consideration by researchers in accordance with the goals of their research. Additionally, the selection of research philosophies is dependent not only on the nature of the information but also on the conditions under which the knowledge must be acquired.

Regarding the research study that has been carried out on the women leadership in the South African mining industry and the attributes that enable women to thrive in leadership roles in this industry and the challenges faced in women leadership the researcher has taken into consideration the interpretivism philosophical school of thought because it is effective in generating an adequate connection with the entire study by focusing on the subjective nature of the research knowledge and for developing the area study in order to attain the subjective nature of the knowledge (Flemming & Noyes, 2021).

Alongside this, the interpretivism research philosophy is also effective when looking towards the particular kind of leadership style that is followed by women in the South African mining industry such as authentic leadership and the different enablers and challenges that are faced women leaders. This is because the interpretivism research philosophy is able to look towards different attributes and enablers of women leadership in the South African mining industry. This research will also seek to examine the critical challenges that are faced by women in holding leadership positions in the mining industry of South Africa and the core reasons that have made this industry male dominating.

This allows the research to effectively meet the overall research purpose.  Additionally, it is also mentioned that the adoption of the interpretivism philosophy is beneficial for the research that has been undertaken. This is because the interpretivism philosophy is quite suitable for the management and business aspects of the research, which is crucial to focus on the actual research problem while collecting the data and developing the subjective perspective regarding the research problem, which allows for the obtaining of specific research outcomes (Choy, 2014).

Research Approach

The next significant aspect of the research is the research approach, which may be defined as the method that the researcher will use to collect, analyse, and interpret the material in accordance with the research aim and objectives. According to Tong et al. (2016), there are often two different sorts of research approaches that are chosen inside the research investigations. These research approaches are known as deductive and inductive research approaches. In this fashion, if the methodology is established in such a way that data is acquired first and is adopted to frame the theories and hypothesis, then the approach is industries; on the other hand, if the data collection is conducted through framed hypothesis, then the approach is inductive.

In relation to the research study that was carried out, the researcher took an inductive method when doing the investigation (Levitt et al., 2018). This was done in order to obtain reliable research outputs from the study. The inductive method was chosen because it assists in the development of the theory from the information and also allows for the concentration on the particular research concept that is connected with the women leadership and its associated attributes that enable women to thrive particular leadership style in the South African mining industry that can enable women to hold these positions.

Alongside this, it is also demonstrated that the adoption of the inductive approach is also beneficial for the researcher to gather the information that is specific to the research context and generate detailed knowledge about the research concept of exploring the enables of particular kind of leadership style that are followed by women leaders in the south African mining industry (Noyes et al., 2015). Alongside this, it is also demonstrated that the adoption of the deductive approach is also beneficial for the researcher to gather the information that is specific to the research context.

In addition, the inductive method is appropriate for the study that has been carried out because it places a significant amount of emphasis on the research flexibility in addition to the research advancement rather than placing a concerted evaluation on the research generalisation. In order to collect information that is pertinent to the research concept, this is helpful.

Research Design

The research design, sometimes referred to as the research plan, is described as the blueprint for the research in the research study. This includes the research methods, instruments, and strategies that were utilised throughout the course of the study’s execution. According to Lockwood et al. (2015), this is an excellent method for determining and addressing the research problem that may develop during the study process and analysis. As a consequence of this, the studies place an emphasis on four distinct types of study designs: descriptive, exploratory, and explanatory.

The exploratory research design is one that should be considered for the purpose of effectively carrying out the research study that has been undertaken. This is due to the fact that it enables the researcher to investigate the most recent events in terms of examining the enablers of women leadership in the South African mining industry and the key challenges and enablers of women leadership in this industry. The primary reason that the exploratory research design was chosen was because of its suitability and effectiveness with the study.

This is because the primary purpose of the research that was undertaken was to clarify the research problem considered to be the role of various technologies for effectively enhancing employee performance (Leung, 2015). In addition to this, the exploratory study design gives the researcher the opportunity to investigate the many creative insights for examining the enablers of particular kind of leadership style by women leaders in the South African mining industry.

Research Strategy

The next step in the research study is the research strategy, which is explained as the systematic plan of action that provides direction to the thoughts and efforts allowing the researcher to carry it out systematically and on the pre-decided schedule for developing quality outcomes and detailed reporting. In other words, the research strategy is the plan of action that provides the direction to the thoughts and efforts. (Donaghy et al., 2019) Finds that different kinds of research strategies are identified for the studies, and this is determined by the nature of the research.

However, these techniques fall into categories that are based on qualitative and quantitative research. For example, strategies such as interviews and case studies belong to the qualitative research category, whereas quantitative research strategies include things like surveys, observations, experiments, and so on. As this type of research is qualitative, conducting interviews as a research method is an excellent way to accomplish the research objective and fulfil the purpose of the performed study, which was to investigate the role of women leadership in the South African mining industry and thriving specific leadership style and attributes by women leaders in the South African mining industry.

In a similar vein, the interview method is useful for both the exploratory design and the interpretivism philosophy. This allows for the defined research problem to be resolved in terms of detaining the situation and attaining new insights (Malterud, 2019). In addition, the interview method is advantageous for the exploratory design. The research can establish a real-life setting with the assistance of the interview approach, and it can also produce rich knowledge regarding the research concept that was selected.

Additionally, the researcher is able to get direct responses from the respondents and identify the opinions of the respondents regarding women leadership and the enablers of specific leadership style and authentic leadership by women leaders in the South African mining industry (Scherer, 2016). This is made possible by the interview strategy, which also enables the researcher to obtain direct responses from the respondents. In addition, the interview method is useful for developing subjective knowledge regarding the concept through the collection of qualitative information.

Data Collection Method

The process of collecting data is an essential step that must be taken in order to amass relevant information and evaluate it in relation to the relevant variables so that the research may be carried out successfully. It is vitally crucial to collect the pertinent data and then analyse it in accordance with the research purpose in order to solve the research problem. In the research investigations, there are two sorts of data gathering methods that are believed to be effective in doing it. These approaches are known as primary and secondary data collection (Roller &Lavrakas, 2015).

In relation to the research that has been carried out on the technologies for enhancing employee performance, the secondary data collection method has been taken into consideration because it enables the researcher to concentrate on the secondary sources of information, which deliver a greater quantity of data that has been published in a variety of secondary sources, such as annual reports, journal papers, websites, online books, and industrial reports, amongst other types of secondary sources, in regards to particular kind of leadership style that is followed by women leaders in the South African mining industry.

In addition, the secondary data collection method In addition to the aforementioned, the researcher took into consideration the primary data collection approach in order to get the information from the primary sources. This was done in order to significantly increase the reliability and validity of the study. In this regard, a face-to-face interview was carried out with the purpose of gathering primary data from the pertinent individuals with the intention of making the research more successful (Moser &Kortjens, 2017).

Design of Interview Questionnaire

In the context of this primary mode of data collection, the researcher developed an open-ended questionnaire based on drivers and challenges of women leadership in the South African mining industry. The researcher was able to swiftly obtain the data with the assistance of this interview questionnaire, which also made the visualisation of the data and tables more effective and presentable to comprehend and compare. Along with this, it is also found that the interview strategy is helpful for the researcher to gather the relevant data from the respondents who are closely related to the chosen research area and the concept such as women leadership, challenges and driver (Ludvigsen et al., 2016).

Along with this, it is also found that the interview strategy is beneficial for the researcher to gather the relevant data from the respondents who are closely related to the chosen research area and the concept. In addition, the researcher utilised the approach of interviews in order to collect data regarding women leadership and its enablers in South African mining industry.

Interview Procedure

When it comes to the respondent’s interview questions, the researcher will send the consent form to them through email in order to obtain their unrestricted agreement to participate in the research project. After that, the researcher carried out the in-person interview with the 8 women employees who are working in South African mining industry and have good knowledge in this field (Williams & Shaw, 2016). The research study in order to select the sample for the interview purpose utilised the purposive sampling technique under non-probability sampling strategy.

The purposive sampling strategy is well suited and supportive for the research study purpose where the selection of the sample is required to be conducted considering the key attributes and characteristic of the respondents. With the inclusion of purposive sampling, the research study targeted the women who are employed in the mining industry of South Africa.

Data Analysis

After the researcher has collected the information from the selected respondents, they must next review the information that they have acquired in order to ensure that it is effective and adequate for the purpose of the research study, which is to meet its aim.  In this way, the data analysis technique is taken into account in the research study since it is defined as the data analysis process in which obtained data is examined and interpreted in a logical fashion that is useful for the research study (Hays & McKibben, 2021).

This makes the data analysis method an important part of the research study. Because the current study is qualitative by its very nature, the theme analysis has been determined to be the method that is most suited to the task of evaluating the data that was collected as part of the attempted study in order to arrive at the ultimate research conclusions.  In a similar vein, the theme analysis was chosen because of its efficiency in classifying the information obtained through the primary interview approach. Following the categorization of the gathered information into various themes that are developed based on the research objective, these themes are then discussed and analysed in relation to the literature review for the purpose of determining the enablers and challenges in women leadership in South African mining industry (Swain, 2018).

In addition, the theme analysis was helpful in combining these larger qualitative pieces of information and coming to a conclusion about those pieces of information with the assistance of certain important research findings related to the study problem. The researcher has the ability to communicate the many ideas and perspectives in regard to the defined research topic through the use of the thematic analysis, which enables the generation of useful research outcomes.

Ethical Considerations

As a result of the fact that the primary interview method will be utilised in the research that is being carried out, the researcher will be required to obtain permission from the university’s Ethics Department. (Teunissen et al., 2017) In a similar fashion, the consent form is also delivered to participants in order to acquire their free consent and ensure that the research is conducted in an ethical manner. In addition, the researcher takes into consideration both primary and confidentiality rules while carrying out the research with the respondents who were chosen. This is done by concealing the respondents’ personal information.

In addition, the researcher takes into consideration the focus on the copyright, plagiarism, and reference and citation-related requirements provided by the university to ensure that the research is carried out in an ethical manner (Skillman et al., 2019). These principles are highly important for making ethical use of the secondary material obtained from a variety of secondary sources, which is necessary in order to keep the research’s efficacy and authenticity at an adequate level. In addition, the researcher pays attention to any additional university rules that have been provided by the instructor in order to make sure that the study meets all of the requirements.

Validity and Reliability of the Research

When discussing the validity and reliability of the research, it is said that the current study has been carried out with qualitative primary data, which enables the researcher to improve the validity and reliability of the research in a more efficient manner. When compared to other research studies that have been developed in a similar concern, primary research includes the most recent data that has been gathered from the most relevant respondents and participants.

These respondents and participants provide the most relevant information that is required to make the research more effective (Sezgin& Er, 2016). Primary research also includes information that has not been previously published. Additionally, the fresh data boosts the research’s validity and dependability due to its freshness and dependency on recent occurrences and incidents. This is because the fresh data is dependent on the most current happenings.

Chapter Summary

Overall, the research methodology chapter has demonstrated that the research has implied qualitative methodology for the data collection purpose in order to examine the prospects of women leadership in the mining industry of South Africa which is mainly male dominating industry. The selection of the qualitative methodology is done in alignment of the interpretivism research philosophy and inductive research approach.

The interview is conducted with a particular sample of women who are working in South African mining industry. The selection of the sample is done using purposive sampling strategy. The data collected from the interview method is qualitative in nature and hence the analysis of the data is done with the selection of the thematic analysis method that is the most commonly applied method for qualitative data analysis of the interview data. The chapter has also summarised the ethical considerations that are taken into account in this research study for the purpose getting ethical approval.

Chapter 4: Research Findings

Introduction

In this study, data is gathered by conducting semi-structured interview using a qualitative method where thematic analysis was used as the main method for analysing the accumulated information. Different themes are taken into account during thematic analysis, and the interview answers are presented and analysed based on how well they fit with the themes. These themes expressively portray each respondent’s response while interviewing them.

Research Findings

Women Leadership and its Role in the Mining Industry

This theme gives insights into the role of women leadership in the mining industry and how they contribute a lot in growth of businesses. In the context of this theme, all respondents gave their opinions or viewpoints where few people were accepting women leadership is a crucial aspect in the mining industry’ growth and some were disagreeing with the statement. It can be evident from the perspectives of Participant 1 who addressed that, “Yes, I believe that women leadership is an essential and core pillar of mining industry as it keeps all operational activities in sync with other tasks and business goals.”

The participant 2 stated that, “Yes, women leaders are the demand and requirements of the modern world as every gender is equally treated in all terms in the present world. Women leadership is considered as the key of mining industry’s success as many women leaders have assisted the South African mining industry to reach to the peak and achieve every practical goals.”  Similarly, the participant 4 conveyed that, “Yes, I have noticed my senior who is a woman and has been supporting the organisation in every manner since a long period.

My leader always tries to achieve higher position and competitive advantages in the mining industry despite of securing or thinking about her position in the organisation.” The participant 5 also claimed that, “Yes, women leadership is improving the overall performance of the South African mining industry and focusing more on health and safety features in the industry.”

The participant 7 referred that, “Yes, I agree that women leadership plays a major role in making mining industry’s projects more successful and effective. I have also observed in our organisation that after getting a woman leader, we are being treated equally and fairly. The overall productivity has increased and most of the teammates feel inspired and give their best efforts to achieve desired organisational goals.” In contrary to the response of all respondents, respondent 3 and respondent 6 views differ about women leadership in the mining industry.

They stated that “Yes, women leadership is too hormonal and too emotional which negatively influence the overall experience and make goals hard to attain. I have observed that gender bias and stereotypes are also promoted through women leadership in the mining industry” and “Yes, I believe female leaders pay less attention on organisational responsibilities and do not show keen inclination towards the attainment of business goals.”

In respect of this theme, the participant 8 addressed that, “Yes, I support women leadership in every area, especially in the mining industry where every task is associated with moderate to high level risks. I think this industry cannot efficiently operate without women leadership and positions of women on top designations.” The overall analysis of respondents’ data depicted that women leadership is good for South African mining industry in order to achieve defined goals with high effectiveness. Promoting women workers on leadership positions will assist the mining organisations in terms of improved productivity rate.

Current Scenario of Women’s Power in South African Mining Industry

This theme focuses on depicting the current scenario of women workers in the South African mining industry. Women workers have faced a lot of challenges and problems to pursue their career and achieve top managerial positions in the industry. It can be evident from different participants’ responses that mining industry is dominated by male workers. The participant 1 stated that, “Yes, South African mining industry is male dominated and a few women employees are allowed to work in the industry. But with time, this number or gender ratio is changing in the industry and women are allowed to join roles and responsibilities of the mining industry.

I faced challenges related to cultural and societal norms which restricted me to entre in the mining industry. I also even faced harassment in the workplace. I also dealt with religious restrictions before entering into the mining industry.” Similarly, the participant 2 reflected that, “I had lack of career development skills such as communication skills, technical skills, and problem-solving skills while attaining leadership positions in South African mining industry.”

However, the participant 3 addressed that, “In my opinion, the male dominating stereotype made in the mining industry is reducing with time and women are also securing top positions by holding required skillsets.” Similarly, the response of participant 5 also depicts that, “Yes, I believe South African mining industry is a male dominated industry where women workers have to face low opportunities challenge. There are some stereotypes in certain positions where only male workers are promoted to achieve greater or higher positions in the industry.”

In contrast to respondent 3 and 5, the respondent 4 stated that, “No, I do not believe that South African mining industry is male dominated as women workers’ number is increasing and they are efficiently working in mining businesses for survival.” The response of the respondent 6 reflected that “Yes, the mining industry hugely employed male workers on different roles and responsibilities. Male workers’ ratio is much higher than female workers in the South African mining industry.”  In the context of current scenario of women workers in the mining industry, the respondent 7 addressed that “Yes, I observed that still, South African mining industry is overly powered by male workers. On top positions of the industry, 5 positions out of 6 are possessed by men leaders.

The statements of respondent 3, respondent 5, respondent 6, and respondent 7 depicts that the South African mining industry is still male dominating industry where men workers are preferred to join and offered to get leadership positions. The last respondent 8 shared her opinion on current scenario of South African mining industry that, “Partially yes, as it is not completely true in all manner. South African mining industry is also allowing women to pursue their career and achieve leadership positions by working hard.”. The overall analysis of this theme concludes that in the present world, women workers are less preferred over men. The South African mining industry is still male dominating industry and men employees are promoted on the leadership positions. 

Impact of Women Leadership Positions on the Mining Industry

Women leadership positions are making positive impact on the South African mining industry and these organisations are achieving their goals efficiently. It has been noticed that women leaders are increasing the overall productivity of the workforce. It can be evident from the response of respondent 1 that, “Women leaders are thriving to show their confidence level and emotional intelligence level in order to manifest authenticity and their leadership style in the mining industry.” Moreover, the respondent 1 stated that, “In my opinion, authenticity, adaptability, and inclusivity are key leadership attributes that can be more effective and suitable for women to work on leading positions in South African mining industry.” Similarly, the participant 2 stated that,

“In my perspective, women leaders are thriving to build long lasting relationship with workers in order to retain talented workforce and attaint organisational goals efficiently.” and further the respondent 2 stated that “in my opinion, transformational leadership style and collaboration skills can be more effective for women workers who want to pursue their career in South African mining industry on leading positions.” On the contrary side, the respondent 3 conveyed her viewpoint on the impact of women leadership positions in the South African mining industry.

She stated that, “In my observation, I never noticed that women leaders always pay more attention in the attainment of organisational goals, effectively handling areas of operations, maintenance and amongst other areas.” and further respondent 3 stated that, “In my opinion, it is difficult for women to adopt a leadership style in South African mining industry.” The respondent 6 reflected that, “I believe women leaders are thriving to showcase their technical and non-technical skills related to activities in the mining industry. Once they prove themselves and their skills in the industry, then their authenticity for leading positions will also increase.”

Furthermore, the respondent 8 stated that, “I think that women leaders are more prone to manifest authenticity and their leadership style by showing effective communication, problem solving, and courage.” The response of respondent 5 opened up a new dimension which reflected the current scenario of women workers in the South African mining industry. She stated that, “Women leaders are seeking for an open opportunity where they can showcase their talent and expertise in handling mining related jobs and activities.”

The respondent 7 responded on the basis of her experience while working on a leadership position in the South African mining industry. She responded that, “Throughout the entire work tenure, I learned that showing full confidence despite of male dominance keeps women alive to grasp new opportunity in the South African mining industry.”

Barriers Faced during Women’s Placement in South African Mining Industry

This theme reflects that every single woman working in the South African mining industry faced a lot of challenges to pursue their career and acquire top leading positions in the field. The responses of each respondent reflect numerous challenges that they faced during to get placed in the mining industry. The respondent 1 conveys her struggle in the words, “I faced challenges related to cultural and societal norms which restricted me to entre in the mining industry.

I also even faced harassment in the workplace. I also dealt with religious restrictions before entering into the mining industry.” Similarly, the respondent 4 also addressed her challenge while she was trying to acquire a position in the South African mining industry. She stated that, “When I held leadership position in the South African mining industry, I was struggling in gaining career development skills as males were preferred to higher positions.”

The respondent 5 reflects her multiple challenges in her response, “There are many challenges that women workers have to face in the mining industry as I am still struggling to get higher positions in this industry but male dominance and less preference of a woman’s face on a top position are constraining me to hold a leading position in the industry.” It can be stated from the responses of respondent 1, respondent 4 and respondent 5 that every respondent faced different types and degrees of challenges in their path of securing employment in the South African mining industry.

Furthermore, respondent 6, respondent 7 and respondent 8 also shared their challenges and problems they faced while acquiring leadership positions in the mining industry. The respondent 6 addressed that, “I hold one of the top leadership positions in the South African mining industry but I faced a lot challenges in this journey. I got limited access to education and training opportunities in comparison of men workers in the workplace.”

The respondent 7 reflected, “I was not getting courage or any kind of support from the industry and organisation, but after facing so much struggle and challenges, I attained a leadership position in the industry.” and respondent 8 conveyed her career beginning experience in the words of “I am learning all required skills and gaining insights into how leaders act and make rational decisions before holding a leadership position in the mining industry.”. The overall analysis of this theme gives insights into how women workers got leadership positions in the South African mining industry after facing a lot of challenges and hurdles in the journey.

Key Areas to Improve Women Workers Leadership Positions in the South African Mining Industry

In this theme, key areas are discussed that can be adopted to enhance women workers’ leadership positions in the South African mining industry. By implementing self-leadership style, women leaders could focus on building their networks, getting advice from other women leaders or experts outside of the company, and putting in place support systems. Self-sufficiency lets people overcome problems and do their jobs well, even when they do not receive enough help from men workers.

It also helps women workers to communicate, get along with others, and find their way around the world to secure their employment in South African mining industry. The respondent 1 reflected that, “I believe, authentic leadership practices are supportive for women to go on the leadership positions in the South African mining industry.” and “In my opinion, authenticity, adaptability, and inclusivity are key leadership attributes that can be more effective and suitable for women to work on leading positions in South African mining industry.”

The respondent 3 also gave her insights into key areas which will assist women in getting leadership positions in the South African mining industry. She addressed that, “Yes, authentic leadership practices are highly supportive for women in order to achieve leading positions in South African mining industry. I believe women in mining industry should pay more attention on gaining empathy and building resilience which is highly suitable for this industry.” and further the respondent 3 stated that, “In my opinion, it is difficult for women to adopt a leadership style in South African mining industry.”

Similarly, the respondent 4 stated that, “No, authentic leadership is not that supportive for women to go on the leadership positions in the South African mining industry. I think, women need a flexible and open environment to possess leadership positions in this industry” and “In my opinion, authoritative leadership style and team handling and effective communication attributes are highly required for women workers to work on leading positions in South African mining industry.” After analysing the respondents’ response, it can be referred that authentic leadership style is good for women workers for acquiring leadership positions in the mining industry.

The respondent 5 reflected that, “No, women workers in the South African mining industry cannot grow by adopting authentic leadership practices. In my opinion, we require support from the government and authorised bodies to pursue career in the mining industry while holding leading positions.” and “I believe, transformational leadership style will be highly effective for women workers to acquire top designations in South African mining industry.” Similarly, the respondent 7 addressed that, “Yes, at some extent, I can say that authentic leadership practices such as building connection and authenticity assist women workers to achieve leadership positions in the South African mining industry.”

In response to key areas to improve for acquiring leadership positions in the mining industry, the respondent 6 conveyed that, “Yes, I value that authentic leadership practices are supportive for women working in the South African mining industry as it will set strong moral code and keep a perfect balance in the society and workplace.” On the contrary side, the respondent 8 stated that, “No, I do not think that authentic leadership practice will be much effective for women to work on leading positions in South African mining industry. They also have to grasp new skills and expertise in the core activity of mining industry.”

Conclusion

From the overall findings of interview and respondents’ answers’ analysis, it is reflected that women workers are changing the entire South African mining industry. Women board members serve as career role models for prospective female employees, encourage women workers to advance to senior management positions, and frequently mentor other women through corporate networks. The interview answers majorly focused on the role of women workers and their current scenario in the South African mining industry.

Chapter 5: Discussion

Introduction

This chapter gives insights into the relevance and importance of results found in the research along with showing and focusing on how results relate with the literature review. Discussion chapter summarises previous studies’ information in the relevance of findings, research questions and research objectives. In this chapter, implications perceived from the literature review is covered in order to strengthen the research topic and information gathered throughout the research. This study’s questions are about number of attributes that enable women to thrive in leadership roles in South African mining industry. It also illustrates numerous barriers that women face in mining industry to achieve leading positions.

Discussion of the Findings

It can be discussed by analysing the literature review and aligning research objectives that men have generally been in charge of the manufacturing industry which has caused people to overlook how well women can lead (Smith, de Regt &Tekalign, 2022). In contrary to women leadership, the idea of real leadership is much more inclusive, general, and applicable to all leaders, regardless of gender.

Moreover, from the literature findings, it can be discussed that the differences between masculinity and femininity that has been seen as important and are compared in a number of ways, keep showing that women are in charge. Men are seen as more aggressive than women where women are seen more caring. There are still different ideas about what women and men are like and what their roles are in society (Lawson et al., 2022). In the mining industry, the glass ceiling can take the form of limited opportunities for advancement, unfair promotion processes, or being left out of important decision-making circles. Understanding the complexities of the “glass ceiling” can make it easier to come up with ways to break through these barriers and advance women’s leadership (Durst et al., 2022).

            From the literature review, it can be discussed that due to many differences between men and women, women’s leadership in the mining industry is a rapidly changing and important topic. In this way, one problem that women leaders in the mining industry often face is that people have preconceived ideas about their roles and abilities (Arthur-Holmes, Busia & Katz-Lavigne, 2023). Aside from discriminating against women based on common stereotypes, the safety of women in the mining industry is not given as much emphasis.

This statement was also supported by the results of the author’s study which showed that being a woman and being old were statistically significant predictors of a longer time away from work. In the mining industry, women leaders are actively breaking down traditional gender roles and getting past barriers. Positions of occupation are currently held by people with important jobs such as Chief Executive Officer (CEO), engineers, high-level executive, environmental specialists, and geologists. The women leaders hold a wide range of skills, backgrounds, and points of view which makes their contributions unique and valuable to the field (Barkhuizen, Masakane& van der Sluis, 2022).

            Women leaders often put community involvement, sustainable development, and involving stakeholders at the top of their priority lists. When the party in charge takes an inclusive approach, it makes it easier to build partnerships and trust with different stakeholders, such as indigenous groups and local communities. Women leaders tend to create workplaces that are open to every person and encourage people to work together. Their main goal is to create a culture that values equality, respect, and differences (Erçetin, 2016). The change in culture makes it easier for people to come up with new ideas, gets more people involved, and attracts and keeps workers with different backgrounds and points of view.

            It can be discussed from the literature and by aligning another research objective and question that women leaders often have transformational leadership traits, like putting an emphasis on team empowerment and growth, making a great work environment, and encouraging new ideas (Woźniak et al., 2022). Men, on the other hand, tend to use leadership styles that involve being in charge, being honest, and acting like an autocratic leader.The findings of this research allow to gather qualitative data by conducting semi-structured interviews and on the other hand, secondary data which is used in the literature review to support the research topic.

The authoritarian style of leadership focuses on establishing personal dominance, a centralised structure of authority, and the use of power over subordinates, with the goal of getting them to follow orders without question (Gipson et al., 2017). Due to sexual harassment and misconduct in the mining industry, women leaders may feel they need to take a more protective and assertive approach to leadership. Transformational leadership could be used by women leaders in the mining industry to make team members more pleased at work and more committed to their work.

Further, by analysing the literature review, it can be discussed that women have been able to get supervisory and middle management jobs at rates that match their percentage of the workforce. However, it is still hard for them to get into the higher levels of leadership. Women were thought to be less similar to successful managers than men. Female board members act as role models for other women who want to work in the same field, motivate other women colleagues to move up to senior management positions, and often help other women through corporate networks (Terjesen& Singh, 2008).

Theory Development

            Theories are made to explain, predict, and make sense of purposes, as well as, in many cases, to challenge and add to what is already known, as long as they stay within the critical bounding assumptions (Alvesson &Kärreman, 2007). The theoretical framework is the structure of a research study that can hold or back up a theory. It can be discussed from information collected in this research that inductive research is appropriate for theory development in this study.

The emergent theory is simple enough to stay true to the main ideas. When a reader looks at the data, he or she can find constructs or themes that make sense and that lead to the emergent theory. Further, it can be discussed that the emergent theory allows a systematic data collection and analysis process called grounded theory (Charmaz, 2008). This theory allows to adapt new ideas, concepts or findings that occur while conducting qualitative research by designing semi-structured interviews.

Conclusion

It can be concluded that adoption of women leadership is a challenging task for women employees in South African mining industry. People used to think that the oil, gas, and mining industries are mostly run by men which is affecting women employment in the industry. Further, it is summarised that women who used to work in underground mines often travel to work together. This closeness may make sexual harassment more likely.

Men are often seen as more active, aggressive, and self-reliant, while women are often seen as more caring, relationship-oriented, and communal. The idea that there is a “female advantage” in modern leadership is based on the idea that women are more likely to use leadership styles that empower and work with others, while men may be at a disadvantage as they tend to act in a “command-and-control” way and show who is in charge.

Chapter 6: Conclusion and Learning Journey

Introduction

            This research is conducted to analyse the impact of women leadership on the South African mining industry. It describes what leadership style is preferred and adopted by women to secure leading positions in the mining industry.This studyillustratesthe strengths of women in leadership positions and depicts barriers they face in the mining industry. The research is designed to explore ways and opportunities to get higher positions in the South African mining industry.

Impact of the Research

            This research makes a major impact on the current scenario of women in the South African mining industry.It provides authenticandrelevant information regarding the research topic where different respondents’ responses are gathered.The research motivates South African mining companiesto open opportunity gates for women to possess leading positions in the industry and guide a team of executives to achieve desired goals and objectives.

The theme analysis was chosen because of its efficiency in classifying the information obtained through the primary interview approach.In contrary to women leadership, the idea of real leadership is much more inclusive, general, and applicable to all leaders, regardless of gender.Men are seen as more aggressive than women where women are seen more caring. There are still different ideas about what women and men are like and what their roles are in society. Women leaders tend to create workplaces that are open to every person and encourage people to work together. Their main goal is to create a culture that values equality, respect, and differences.

Recommendations for Future Research

            The current research will be also relevant for futurewhere in-depth information can be presented in future studies. It will enhance knowledge andtopic-specific information which will also improve data relevance.This studyis highly suitableforgathering data related to South African mining industry and positions of women in this industry.

Learning Journey

            This research assisted me inaccessing, analysing and understanding new information related to a particular topic which is going to assist me in developing future research. The data collection method where interview is conducted, assisted me in collecting qualitative data and understanding different opinions ofrespondents on a specific topic.

Conclusion

It can be concluded from the entire research that South African mining industryis dominated by male candidates or employees, and women get less chances to secure leading positions in the industry. Thisresearch portrayed internal barriers that women face while pursuing their career in the mining industry.women leaders within the mining industry are actively disrupting traditional gender norms and overcoming barriers. Individuals holding prominent rolessuch as Chief Executive Officers (CEO), engineers, high-level executives, environmental specialists and geologists, are currently in positions of occupation. Women leaders in question possess a wide range of aptitudes, backgrounds, and viewpoints which enhance the field with their distinct and valuable input.

Women leaders have a tendency to foster work environments that are inclusive and collaborative. Their top priority is to establish a culture that places a high value on equality, respect and diversity. The cultural transformation facilitates the generation of novel ideas, amplifies the involvement of personnel, and allures and preserves a workforce with varied experiences and perspectives.The leadership style of authoritarianism is commonly associated with traits stereotypically attributed to males, while benevolence is typically associated with traits stereotypically attributed to females.

Women leaders might pursue a leadership style characterised by greater autonomy and self-sufficiency, such as a self-leadership style. By integrating this leadership style, women leaders could concentrate on constructing their networks, pursuing guidance from other female leaders or experts beyond the company, and establishing support mechanisms.the study concludes that organisations are better able to carry out the goals of their social agencies when they have an equal number of male and female board members. Besides, female directors have also been found to demonstrate a greater inclination towards discretionary aspects of corporate responsibility compared to their male counterparts.

Eliminating barriers related to gender in the mining industry is a smart place to start if organisations actually want to unleash the knowledge that exists in women and men. Furthermore, considering that these barriers are invisible, organisations could consider making both technological and social adjustments in line with the sociotechnical systems change theory. This idea contends that for change to be successful, both the technical requirements of the job and the social network that links people must adapt.