Navigating male-dominated industries: factors in the career development of women leaders in Vietnamese manufacturing and technology

Women’s leadership in male-dominated industries

Women remain underrepresented in leadership positions globally, despite significant progress in recent decades. This disparity is particularly pronounced in sectors traditionally dominated by men, such as manufacturing and technology (Bridges et al., 2023; Corcoran-Nantes and Roberts, 1995; Tokbaeva and Achtenhagen, 2023). The reasons for this underrepresentation are multifaceted and deeply entrenched. Numerous studies have illuminated the barriers that hinder women’s advancement in these fields, ranging from deeply ingrained gender stereotypes that question women’s competence and suitability for leadership roles (Craiut et al., 2022) to overt and subtle biases in hiring and promotion processes that systematically disadvantage women (Kübler et al., 2018).

Furthermore, women in these sectors often face a lack of access to crucial mentorship and sponsorship opportunities, limiting their ability to navigate organizational politics and gain visibility for their contributions (Bernstein et al., 2010). The persistent challenge of balancing work and family responsibilities, often exacerbated by inflexible workplace cultures and inadequate support systems, further compounds these barriers (Tunji-Olayeni et al., 2017). However, despite these obstacles, research also highlights the undeniable benefits of women’s leadership in manufacturing and technology. Studies have shown that increased female representation in leadership positions is associated with enhanced organizational performance, greater innovation, and more effective decision-making (Colwill and Townsend, 1999; L. Offermann and Foley, 2020). Understanding the factors that enable women to overcome these barriers and achieve success in these vital sectors is crucial for promoting gender equality and harnessing the full potential of the workforce.

Theories of career and leadership development

Traditional career paths were once defined by a linear climb within a single organization or profession, often dictated by organizational structures or professional institutions. This rigid model, however, has evolved considerably (Parker and Carroll, 2009). Contemporary perspectives on career development recognize the diverse and dynamic nature of careers in today’s world. Individuals now navigate multidirectional career trajectories, taking ownership of their development and embracing a broader range of experiences beyond traditional organizational boundaries (Baruch, 2004). This shift emphasizes the importance of self-awareness, continuous learning, and building strong relationships for successful career progression (Kyriakidou and Ozbilgin, 2004). In essence, the modern career is less about climbing a predetermined ladder and more about navigating a personalized journey. This requires individuals to be proactive, adaptable, and resourceful in their development, leveraging relationships and learning opportunities to achieve their career goals. This evolving understanding of career development has significant implications for how individuals approach their careers, as well as for how organizations support employee growth and development (Lips-Wiersma and Hall, 2007).

Understanding the career development and leadership journeys of women in male-dominated industries requires a multifaceted theoretical lens. One valuable framework is SCCT, which emphasizes the interplay of personal factors, environmental influences, and learning experiences in shaping career choices and development (Lent et al., 1994). SCCT posits that individuals’ self-efficacy beliefs, outcome expectations, and personal goals play a crucial role in their career aspirations and achievements. This framework is particularly relevant for understanding how women navigate the challenges and biases they may encounter in male-dominated environments, and how they develop the confidence and resilience to pursue leadership aspirations (Lindley, 2005). SCCT highlights the importance of fostering supportive environments that nurture women’s self-efficacy and provide opportunities for them to develop the skills and experience necessary for leadership roles (Flores and O’Brien, 2002; Williams and Subich, 2006).

Another key framework is LID, which focuses on the process through which individuals construct their sense of self as leaders. Komives et al. (2005) proposed a six-stage model of LID that outlines the process through which individuals construct their sense of self as leaders. The first stage, “Awareness”, involves recognizing the existence of leaders and often viewing them externally. This is followed by “Exploration/Engagement”, where individuals intentionally participate in groups and take on responsibilities, though not necessarily in formal leadership roles. In the “Leader Identified” stage, individuals begin to see groups as comprised of leaders and followers, adopting a leader-centric view of leadership. The “Leadership Differentiated” stage marks a shift in understanding, recognizing that leadership can emerge from anyone within a group and is a shared process. “Generativity” involves actively contributing to larger purposes and developing the leadership capacity of others. Finally, “Integration/Synthesis” represents a continual engagement with leadership as a daily process, fully integrated into one’s self-identity. This LID framework emphasizes the role of experiences, relationships, and reflections in shaping leadership identity. For women in male-dominated fields, the journey of leadership identity development can be particularly complex, as they navigate gender stereotypes, societal expectations, and potentially limited access to role models and mentors (McKenzie, 2018).

SCCT and LID frameworks are complementary, with SCCT providing insights into the how of career progression and LID focusing on the who of becoming a leader. While SCCT effectively captures environmental influences on career development, it may overlook how cultural norms uniquely shape leadership identities, particularly in contexts like Vietnam, where traditional values play a significant role. Similarly, while LID emphasizes the process of identity construction, it could benefit from greater attention to the systemic barriers that can hinder women’s leadership development. Integrating insights from culturally relevant leadership theories could further strengthen the framework for understanding women’s leadership journeys in Vietnam. Studies like Hickey and Cui (2024) and Bitton et al. (2023) demonstrate the effective application of these theories in exploring leadership development. While powerful, SCCT may be limited in its consideration of how broader cultural factors, particularly relevant in a context like Vietnam, can shape leadership identity formation. Understanding how women develop a strong sense of self as leaders, despite these challenges, is crucial for promoting their advancement and creating inclusive leadership cultures. This framework highlights the importance of providing opportunities for women to gain leadership experience, build supportive relationships, and engage in reflective practices that foster their leadership identity development.

These theoretical frameworks guide the research by providing a lens through which to analyze the interview data. Specifically, SCCT informs the analysis of how personal factors, environmental influences, and learning experiences interact to shape career choices and development (Hickey and Cui, 2024), while LID guides the exploration of how women construct their sense of self as leaders (Bitton et al., 2023). The research questions, focusing on the factors contributing to career development and leadership emergence, are directly informed by these theoretical perspectives. Furthermore, the interpretation of findings is grounded in the principles of SCCT and LID, allowing for a deeper understanding of the complex interplay of individual agency, social context, and leadership identity formation.

The vietnamese context

Vietnam’s socio-cultural context plays a significant role in shaping the experiences of women in the workplace. Confucian values, which emphasize hierarchical relationships and traditional gender roles, can influence leadership styles and career opportunities for women (Grosse, 2015; Selvarajah and Meyer, 2020). However, Vietnam’s rapid economic development and integration into the global economy have also created new opportunities for women’s advancement. Research on women’s leadership in Vietnam has explored various aspects, including the challenges they face, the strategies they employ to overcome barriers, and the impact of their leadership on organizations and society (Gerrard et al., 2003). A systematic review by Maheshwari et al. (2021) of women’s leadership in higher education highlighted the limited research specifically on Vietnamese women, with only a handful of studies conducted before 2017, emphasizing a growing need for research in this area. Furthermore, Nguyen et al. (2023) advocate for a critical social psychological approach to understanding women’s leadership in Vietnam, arguing that mainstream approaches often fail to capture the complexities of their experiences within a specific cultural context.

Traditional barriers to leadership, such as gender stereotypes and limited access to networks and mentorship, interact in complex ways with Vietnam’s evolving socio-cultural landscape. While Confucian values, emphasizing hierarchical structures and traditional gender roles, can reinforce these barriers (Grosse, 2015), Vietnam’s rapid economic development and increasing globalization are also driving shifts in societal expectations and gender dynamics (Maheshwari et al., 2021). This creates a dynamic tension where traditional norms may clash with the aspirations of women seeking leadership roles in modern industries. For example, while filial piety remains important, increasing numbers of Vietnamese women are pursuing higher education and delaying marriage to prioritize their careers (Bergenfeld et al., 2022). This changing landscape necessitates a nuanced understanding of how cultural factors both constrain and enable women’s leadership development, acknowledging the interplay between persistent traditional values and emerging opportunities for greater gender equality in the workplace. Furthermore, the increasing presence of multinational corporations in Vietnam introduces new leadership models and organizational cultures, which can challenge traditional notions of leadership and create pathways for women’s advancement (Pham and Jinjarak, 2023). Therefore, understanding the barriers faced by women leaders requires analyzing not only the enduring influence of cultural values but also the dynamic interplay of socio-economic transformations and evolving gender roles in contemporary Vietnam.

YouTube as a data source for career development research

While traditional research on career development and leadership often relies on surveys, questionnaires, and controlled interviews, the increasing availability of online video content offers new avenues for exploring leadership in a more naturalistic and dynamic setting (Church, 2010). Utilizing interviews with leaders available on platforms like YouTube provides several advantages (Joshi et al., 2017). Firstly, it allows researchers to access a diverse range of leaders across various sectors and geographical locations, often with diverse backgrounds and experiences that might be difficult to capture through traditional sampling methods. Secondly, YouTube interviews often feature unscripted and spontaneous conversations, providing insights into leaders’ authentic personalities, leadership styles, and decision-making processes in a less structured environment. Finally, these publicly available interviews offer a rich source of qualitative data, allowing researchers to analyze leaders’ narratives, communication styles, and interactions with interviewers to gain a deeper understanding of their leadership perspectives and practices.