Eudaimonic career identities – Finnish executive women’s career navigation at the top management level

Even in one of the most gender-equal countries in the world, Finland, the share of women in executive business roles has remained at less than 20%. This thesis examines the career identities of executive women in business-related roles in large companies in Finland. A model of eudaimonic career identities was built to understand the enablers of executive women’s career navigation and success. The data were collected through a pilot study consisting of 133 interviews with women and in-depth interviews with 17 Finnish women executives.

The research questions the validity of current career models by explaining executive women’s career progression to the top organisational level. This research integrates a missing element—the concept of eudaimonia—into a career identity model, which comprises the enablers of executive careers. The findings suggest how executive women’s career identities are constructed on eudaimonic values instead of objective career success measures, including status, money and power. Moreover, the research challenges the approaches of systematic career planning and position-based career goals as the enablers of career progression.

The research findings evidence three types of career patterns leading to the top management team (TMT) level: conventional linear careers and moderate and frequent boundaryless moves. However, executive women were not hindered by the typical barriers that boundaryless career theories suggest that women leaders specifically encounter. The career patterns demonstrate the need for meaningful work, the possibility to influence and continuous challenges, which increase the women’s competence in the executive leader role while accepting new positions within or outside the current employer. Demonstrated excellency in leading people and extensive business understanding, which is acquired often through finance and accounting experience or knowledge, were perceived as imperative enablers of a successful executive career. Additionally, agency, risk-taking and decision-making skills were seen vital career resources.

As an academic contribution, this research contests the incongruence of leader and gender roles suggested by the social role theory. The women executives effortlessly demonstrated both stereotypically masculine and feminine traits and behaviours in their leader role identities, without emphasising or compromising their womanness. Moreover, the concept of authenticity operates as a discursive bridge between the gender and leader roles, resonating with eudaimonic aspirations.

This research assists professionals and leaders of all genders to aim for excellence and authenticity in their pursuit of meaningful career experiences.