Making the case for male champions for gender inclusiveness at work

Making the case for male champions for gender inclusiveness at work Organizational Dynamics (2018) 47, 1—7 Available online at www.sciencedirect.com ScienceDirect jo u rn al h om ep ag e: ww w.els evier.c o m/lo c ate/o rg d yn Making the case for male champions for gender inclusiveness at work Katina Sawyer, Anna Marie Valerio Despite progress that has been made toward gender parity evaluated more negatively and their behavior tends to be (equal numbers of men and women within organizations, viewed as more extreme (e.g., controlling and dominant) across levels) in the workforce, women are still vastly under- than men in the same role. Some of these negative percep- represented in upper level positions. While there is near tions may be a function of the sex of the perceiver. For gender parity for entry-level employees, there are fewer example, college men have been found to be less likely than women rising the ranks to the C-suite. Currently, women college women to describe female managers as ambitious, make up 37% of mid-level managers, 25% of executive/ helpful, and objective; and more likely to perceive female senior-level managers, 19% of board seats, and only 4% of managers to be hasty, frivolous, deceitful, easily influenced, CEO positions in S&P 500 companies. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Organizational Dynamics Elsevier

Making the case for male champions for gender inclusiveness at work

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Publisher
Elsevier
Copyright
Copyright © 2017 Elsevier Inc.
ISSN
0090-2616
D.O.I.
10.1016/j.orgdyn.2017.06.002
Publisher site
See Article on Publisher Site

Abstract

Organizational Dynamics (2018) 47, 1—7 Available online at www.sciencedirect.com ScienceDirect jo u rn al h om ep ag e: ww w.els evier.c o m/lo c ate/o rg d yn Making the case for male champions for gender inclusiveness at work Katina Sawyer, Anna Marie Valerio Despite progress that has been made toward gender parity evaluated more negatively and their behavior tends to be (equal numbers of men and women within organizations, viewed as more extreme (e.g., controlling and dominant) across levels) in the workforce, women are still vastly under- than men in the same role. Some of these negative percep- represented in upper level positions. While there is near tions may be a function of the sex of the perceiver. For gender parity for entry-level employees, there are fewer example, college men have been found to be less likely than women rising the ranks to the C-suite. Currently, women college women to describe female managers as ambitious, make up 37% of mid-level managers, 25% of executive/ helpful, and objective; and more likely to perceive female senior-level managers, 19% of board seats, and only 4% of managers to be hasty, frivolous, deceitful, easily influenced, CEO positions in S&P 500 companies.

Journal

Organizational DynamicsElsevier

Published: Jan 1, 2018

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