Female CEO Leadership: Viewing Global Strategy Through a Systems Archetype Lens

Abstract

The world is experiencing unprecedented changes and the challenges global corporations face are reshaping what it means to lead in turbulent times. Few studies have sought to look at the experiences of female chief executive officers (CEOs) relative to how they strategize corporate transformation. This study is designed to advance the knowledge of how women appointed to CEO positions navigate the responsibility of managing failing conglomerates. While ample research shows situational factors that got women to their positions, there is little research that shows what keeps them there. The problem addressed is fundamental to the development of women for CEO succession in global corporations. The central question asked is, “What are the experiences of female CEOs in transforming downward performing corporations?” To frame the central question, a systems archetype is used as a diagnostic tool for understanding the complexities present within the business environment that affect strategy formulation and performance.