This paper aims to critically reflect on current leadership development programmes (LDPs) and their potential in addressing the issue of women’s under-representation in leadership positions. To this end, this paper queries the current processes through which employees are selected to participate in LDPs as well as how these programmes are designed.
Drawing on Martha Nussbaum’s capabilities approach, this conceptual paper draws attention to the pitfalls of current organisational practices aimed at women’s leadership development.
The introduction of gender quotas and the implementation of women-only LDPs are unlikely to address the persistent gender leadership gap. Instead, these practices are likely to intensify the negative effects of second-generation gender bias and perpetuate the issue of gender inequality and inequity in the workplace.
This paper critiques contemporary organisational practices aimed at women’s leadership development and suggests alternative practices which are more likely to respond to the issue of women’s under-representation in leadership positions.
