Designing a Model for Overcoming Glass Barriers with a Career Development Approach for Female Managers in Iranian Government Organizations

Abstract

This study aimed to design and explain an indigenous and practical model for overcoming glass barriers through the career development of female managers in Iranian government organizations. This applied qualitative study employed thematic analysis. The study population consisted of female managers working at middle and senior managerial levels in Iranian government organizations who had sufficient experience and knowledge of glass barriers and career development. Participants were initially selected through purposive sampling, followed by snowball sampling. Seventeen organizational experts participated in the study; theoretical saturation was reached at the fifteenth interview, while two additional interviews were conducted to ensure data adequacy. Data were collected through semi-structured interviews lasting 45–70 minutes and analyzed according to Braun and Clarke’s thematic analysis procedure using MAXQDA software. Credibility and dependability were enhanced through member checking, expert review, iterative comparison of codes, and recoding procedures. The agreement between repeated coding procedures was 88%. The analysis identified five overarching themes constituting the proposed model: enhancement of professional and specialized competencies, professional networking and support, control of structural biases in decision-making, formulation of transparent policies, and clarification of women’s position within career pathways. These themes encompassed 21 organizing themes. The findings indicated that overcoming glass barriers cannot be achieved solely through individual capability development; rather, it requires the simultaneous strengthening of professional competencies, mentoring and supportive networks, management of institutional and cultural biases, transparent promotion criteria, procedural justice, flexible work policies, and results-based performance assessment. The proposed model demonstrates that sustainable transition beyond glass barriers requires a multidimensional and multilevel approach integrating the individual empowerment of female managers with organizational and institutional reforms. Implementing this framework may improve career-path transparency, facilitate women’s access to managerial opportunities, reduce implicit structural barriers, and strengthen their participation in senior organizational decision-making.