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

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.

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