The ‘Corruption Ceiling’: Some Evolving Hypotheses About Gender, Leadership and Engagement in the Public Sector

Vega Roberts (The Grubb Institute; Senior Associate of Health Services Management Centre, University of Birmingham)

International Journal of Leadership in Public Services

ISSN: 1747-9886

Publication date: 1 June 2006

Abstract

The ‘corruption ceiling’ refers in the first instance to a gender dynamic in public sector organisations whereby women may locate corruption at more senior levels, which then prevents their applying for executive posts. A similar dynamic can operate between public service practitioners and senior managers irrespective of gender, inhibiting not only the effective exercise of leadership but also of ‘followership’, contributing to alienation and disengagement at all levels. This dynamic can also be seen in society, affecting the capacity for engaged citizenship.

Keywords

Citation

Roberts, V. (2006), "The ‘Corruption Ceiling’: Some Evolving Hypotheses About Gender, Leadership and Engagement in the Public Sector", International Journal of Leadership in Public Services, Vol. 2 No. 2, pp. 49-59. https://doi.org/10.1108/17479886200600022

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Publisher

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Emerald Group Publishing Limited

Copyright © 2006, Emerald Group Publishing Limited

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