Sponsorship as strategic capital: integrating strategy, gender and authentic leadership

Purpose
Although sponsorship is recognised in leadership and diversity research, it has rarely been examined as a strategic capability linking authenticity, gendered legitimacy, and organisational governance. This study reconceptualises sponsorship as a form of strategic capital that strengthens leadership pipelines and organisational adaptability.

Design/methodology/approach
Drawing on 25 in-depth interviews with senior women leaders and five focus groups in India's passenger car manufacturing industry, the study employs interpretative phenomenological analysis (IPA). The analysis is anchored in the resource-based view (RBV) and dynamic capabilities frameworks.

Findings
Sponsorship operates through three interdependent capitals: relational, reputational, and institutional forming a strategic sponsorship capability (SSC). Authentic leadership builds trust that attracts sponsorship, while advocacy transfers legitimacy and becomes embedded in governance systems. The study conceptualises SSC as an empirically informed framework aligned with dynamic capabilities processes.

Research limitations/implications
While grounded in automobile manufacturing industry, the findings offer a transferable framework for examining sponsorship as an organisation-level capability. Future research could test the SSC model across sectors and cultural contexts.

Practical implications
Organisations can institutionalise sponsorship within succession planning and governance systems to align inclusion with strategic objectives.

Originality/value
The study advances strategic management theory by positioning sponsorship as a VRIN-qualified, cross-level capability that integrates authenticity, gender inclusion and competitive advantage.