Women hold only 18% of senior leadership positions among the 2,300 organizations surveyed globally, highlighting a prominent issue in gender equality discussions in the workplace.
Several reasons contribute to the fewer women in leadership roles: lack of advanced degrees, perceptions of being less skilled, being considered too emotional, taking six months of maternity leave, and not prioritizing career advancement.
Many managers claim non-discrimination based on gender, asserting that promotions focus on effectiveness and professionalism. However, the article argues that gender equality in the workplace remains a distant dream and will examine what is considered "effective and professional work."
Are Efficiency and Professionalism Inherently Masculine?
Humans have been working for thousands of years, but working for companies and organizations is a relatively recent phenomenon. The Industrial Revolution shifted the focus from skilled artisans to cheap labor, leading to the creation of new organizational structures and the emergence of the managerial class. Managers began to concentrate on optimizing work processes for productivity and efficiency.
Rosabeth Kanter, in Men and Women of the Cooperation, noted that obstacles for women in leadership roles emerged as soon as the managerial position was created. Managers distinguished themselves from business owners and aristocrats by emphasizing "efficiency" and "professionalization," concepts that were exclusive and placed managers above ordinary workers.
The modern history of management began with Frederick Taylor's Scientific Management Theory in 1909. Taylor's emphasis on rationality in management—a trait traditionally associated with masculinity—further entrenched these barriers. At the time, women rarely had educational opportunities, effectively excluding them from the managerial class.
Managerial standards evolved to include traits such as strength, problem-solving, abstraction, and emotional detachment, all considered "masculine."
As a result, women were excluded from leadership roles from the outset. To succeed, women often have to adopt these "masculine" traits at work, even if they contrast with their everyday personalities.
Does Gender Inequality Exist in My Workplace?
Joan Acker, a researcher, argues that gendering is inherent in the formation and development of organizations. To illustrate, let's consider a few clear examples.
Why Are Male Employees Often Sent for Technical Training?
Men are generally believed to grasp new technology and techniques faster than women. As a result, male employees, whether voluntarily or assigned, have more opportunities for technical training.
On the other hand, women are often associated with family responsibilities and tend to decline these opportunities. Additionally, male employees are perceived as less burdened with domestic chores, giving them an advantage in understanding and applying science and technology at work.
This perception deepens the gender gap in technology, leading to men being more likely to advance in technology-related roles. Consequently, men are often viewed as mentors for women, who are perceived or self-identified as technologically challenged.
Why Are Male Bosses More Liked Than Female Bosses?
Men stereotype women in higher positions to make them seem less threatening, which contributes to gender discrimination in organizational models and the labor market.
Common stereotypes of women in leadership roles include:
1. The "Pet" stereotype: Seen as obedient, naive, less rational, and easily manipulated.
2. The "Mother" stereotype: Viewed as kind, empathetic, accommodating, sometimes overbearing and authoritarian.
3. The "Seductress" stereotype: Suspected of having an "illicit relationship" to secure their position.
4. The "Iron Lady" stereotype: Considered competent but unkind, lacking "feminine" qualities.
The first three stereotypes undermine women's work abilities and demean feminine characteristics. The "Iron Lady" stereotype, while valuing traits such as rationality, efficiency, and professionalism, still marginalizes women by portraying them as "no different from men."
These stereotypes discourage many women from aspiring to leadership roles. As a result, employees may harbor negative perceptions of female leaders, further reflecting the implicit gender discrimination prevalent in workplace structures and the labor market.
Employment Contracts Don't Consider Family Matters, But Employers Do
Employers often ask about plans to marry or have children when considering promotions to management. They prefer not to promote senior managers who might take six months of maternity leave during critical times. Additionally, they avoid promoting employees who might leave work early for household chores.
Employment contracts in the private sector do not address "domestic" issues, and promotion criteria like "commitment" or "dedication" can exclude women from promotions. This reflects inherent gender discrimination in organizational logic.
"The Workplace is Inherently Gendered"
Gender wage gaps, absence of women in leadership, sexual harassment, and occupations labeled for a particular gender are visible manifestations of gender inequality in the workplace. Many issues lie deep within the development processes of companies and society, where women often endure injustices as if it were their fate. The examples provided are only a small part of the severe challenges women have faced and continue to face.
Studies show that the more women hold senior management positions, the more experience people gain with female bosses. As female leaders become more confident, they can retain their femininity while advancing in their careers. This growing visibility and experience with female leadership can help dismantle stereotypes and reduce implicit gender discrimination.
While the past cannot be changed, there is hope that the future for women will gradually improve, leading to a more equitable workplace for all.