Date of Award
5-8-2025
Document Type
Dissertation
Degree Name
Doctor of Business Administration (DBA)
Department
College of Business
First Advisor
Donald Schoffstall, Ph.D
Committee Members
Donald G. Schoffstall, Ph.D.; Marissa Ericson, Ph.D.; Julie Bilodeau, D.B.A.
Keywords
Equity; Apparel industry; Female leadership; Gender bias; Organizational culture; United States
Abstract
Female leadership in the fashion and apparel industry has increased recently; however, females remain underrepresented in C-suite and executive positions (Cassell et al., 2022; Field et al., 2023; Lindahl, 2024). Nonetheless, this significant industry employs numerous female workers within the different organizational structures in the United States (U.S.) (Kumar et al., 2019; Tagra, 2021; U.S. Bureau of Labor Statistics, 2024). Females encounter significant biases and barriers, such as unequitable promotional ventures and exclusion from networking opportunities. They are confronted with perceptions that undermine their effectiveness, hindering their ability to attain key roles.
The quantitative, non-experimental, cross-sectional survey design study evaluated factors hindering female subjects from attaining leadership roles utilizing the Gender Bias Scale for Women Leaders (GBSWL), developed by Diehl et al. (2020), focusing on engagement, peer-topeer support, organizational culture, self-esteem, mentorship, and networking. While previous studies and instrumentations, such as the GBSWL, have examined gender bias, it has not been applied in this industry. Therefore, this research investigated the state of female leadership representation through the theoretical frameworks role congruity theory (RCT) and critical theory (CT) (Creswell & Poth, 2018; Eagly & Karau, 2002), examining factors contributing to biased experiences, constraints imposed by barriers, and the cultural and behavioral perceptions of this group. Furthermore, the transformative leadership framework was explored to assess the influence and effect on the industry’s organizational culture.
Participants were female respondents from different organizational levels within the fashion and apparel industry. The two-phase data collection involved a 46-question online survey, resulting in a final sample of 174 participants. Testing revealed statistically significant relationships and influences among key variables, identifying items contributing to the gaps and constraints in developing and integrating female representation within C-suite and executive roles. Relevant factors were the lack of support female employees encountered when self-promoting or participating in professional settings with their counterparts, contributing to self-esteem and perception concerns. The study explored the relationships among bias, barriers, and perceptions regarding female leadership within the fashion and apparel industry, contributing valuable findings to quantitative research and business practices to improve strategies that enhance equitable opportunities for female leadership roles.
Recommended Citation
Grullón, Elaine, "Redefining Female Leadership in the Fashion and Apparel Industry: Equity and Equality" (2025). JWU Dissertations & Theses. 26.
https://scholarsarchive.jwu.edu/jwu_etd/26
