Although more South African women are progressing into managerial positions, they are doingudso at a slow pace and continue to face many challenges (Paulsen, 2009; Mckinsey & Company,ud2010; Molebatsi, 2009). Therefore, this research set out to investigate South African womenudmanagers’ experiences and how they might relate to their perceptions of organisational justiceudand perceptions of leadership self-efficacy. Perceptions of organisational justice and perceptionsudof leadership self-efficacy are significant because they have been individually linked toudmotivation, commitment, satisfaction and performance (Baldwin, 2006; Combs, 2002; Colquitt,udet al., 2001; McCormick, et al., 2002; Paglis, 2010). In addition, the research aimed to exploreudhow these two concepts might interplay.udThe research took a qualitative approach and conducted in-depth interviews with eight seniorudwomen managers from different organisations. A tape recorder was used to record the interviewsudand thematic content analysis was used to analyse the data collected.udThe women in the study highlighted both negative and positive work experiences in their role asudwomen senior managers. Further, the study revealed that senior women managers are not audhomogeneous group as their experiences are also influenced by factors such as their race, maritaludstatus and number and/or age their children. The study also showed that the senior womenudmanagers’ experiences were related to their perceptions of organisational justice and leadershipudself-efficacy. The women in this study were vibrant and positive, and reflected high levels ofudleadership self-efficacy. It was also clear that these women’s experiences placed more emphasisudon procedural and interactional justice than on distributive justice as they placed greaterudemphasis on work relationships, how they were treated and the fairness of work processes. Inudaddition, the research also found a link between perceptions of organisational and perceptions ofudleadership self-efficacy
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