Juanita Smith Sampson

International relocation can accelerate careers, but for many expatriate women who move as accompanying partners without immediate work rights, it interrupts them. This study examines how such women experience, interpret, and respond to career disruption in host-country contexts. Guided by Career Construction Theory (CCT) and Intersectionality, we analysed open-ended surveys (n = 45) and semi-structured interviews (n = 12) conducted online from July to October 2025. Data were examined using a six-phase Thematic Analysis. The sample covered eight professions and seven host countries, with most participants in mid-career.Findings show a patterned sequence of disruption and response. Structural filters, including visa and work-rights timing, credential non-recognition, language thresholds, and “local experience” screens, commonly erased prior status and produced enforced gaps or downgrading (Migration Policy Institute, 2024; European Court of Auditors, 2024). Women mobilised two main routes back into meaningful work. Requalification included local licensing, bridging courses, supervised practice, or further study. Reinvention included entrepreneurship, freelancing, sector pivots, and remote or portfolio work. Progress along either route depended on conversion factors that turned effort into opportunity: warm introductions, mentoring or sponsorship, community know-how, and redistribution of care and time at home. Identity work was visible throughout, moving from status loss and label shock to the gradual re-authoring of a professional narrative as recognition returned.We introduce the Expat Women’s Career Reinvention (EWCR) Model to explain how constraints and supports interact with adaptability (concern, control, curiosity, and confidence) to shape three outcomes: requalification, reinvention, and reintegration. The model reframes resilience as necessary but insufficient and locates continuity in institutional recognition and social capital as well as personal agency. Practical implications include partner work-rights facilitation, transparent credential pathways, bridging education, networked onboarding, and childcare or time supports (European University Association, 2024; Employment and Social Development Canada, 2025). Limitations include an emphasis on OECD-type recognition and permit regimes and the qualitative design’s focus on analytic rather than statistical generalisation. Future work should test EWCR propositions with mixed methods and examine non-OECD contexts.

In today’s rapidly evolving and technology-driven business environment, effective leadership is essential for achieving and sustaining organizational success. This study investigates the critical leadership competencies necessary to navigate volatile, uncertain, complex, and ambiguous (VUCA) conditions. Focusing on HR-driven initiatives, the research examines competencies including adaptability, emotional intelligence, digital fluency, strategic vision, and ethical decision-making. Utilizing a qualitative, phenomenological approach and guided by the SPIDER framework, the study conducted semi-structured interviews with HR professionals and business leaders from diverse industries. The comprehensive analysis reveals that leaders who integrate these competencies are more capable of fostering innovation, promoting inclusivity, and enhancing organizational resilience. Findings indicate that structured training programs emphasizing continuous learning, real-world application, and adaptive strategies are vital for cultivating future-ready leadership. Furthermore, aligning leadership development with overall business strategy not only strengthens competitive advantage but also ensures sustained performance in dynamic environments. The conclusions drawn from this research offer actionable insights and practical recommendations for HR practitioners seeking to design and implement effective leadership development programs. By contributing to the growing literature on leadership evolution, this study provides a framework for organizations aiming to build robust leadership pipelines that meet the challenges of the digital era and secure long-term success.