Conceptual Review of Underrepresentation of Women in Senior Leadership Positions From a Perspective of Gendered Social Status in the Workplace

Abstract

An increasing number of studies report more similarities than differences in leadership styles between women and men. However, the evident vertical gender segregation at top management levels still remains a common phenomenon for various organizations. This consistent disparity needs to be addressed by identifying the underlying mechanism embedded in organizational structures that portrays women as less suitable for senior leadership positions than their male counterparts, although evidence suggests that there is no substantial gender difference in leadership styles or behaviors. This conceptual review articulates the deeply rooted gendered social status of organizations by delineating conceptual constructs and relationships regarding women's delayed advancement to senior leadership positions. The resulting model further implies that the gendered social status associated with women could compromise the effectiveness of human resources development (HRD) interventions initially developed to help women. This understanding prompts reexamination of existing HRD interventions to support women's career advancement to senior leadership positions in organizations.

'a woman's place' : exploring the leadership journeys of women in government using interpretative phenomenological analysis

“…Once women do achieve a leadership role, they more frequently report encountering antipathy and skepticism from staff, who exhibit an attitude of "you only got the job because you are a woman" (Faulkner, 2015, p. 424). Women leaders express frustration that they must continually deal with staff and peers who try to undermine their efforts and prevent them from performing their responsibilities (Faulkner, 2015;Seo, Huang, & Han, 2017).…”

“…Gender roles reinforce the historical division in labor between women and men and directly influence women's career progression experiences (Eagly, 1997(Eagly, , 2007Eagly & Wood, 2012). One way this occurs is by the organizational roles women consider to be accessible to them, with women defining accessibility as the number of other women who are already in that role (Seo et al, 2017).…”

“…Thus, women's career experiences are embedded in social contexts that have directly impacted their progression to leadership (Kossek et al, 2017). While research has looked at the external aspects of prejudice towards women, there is a growing body of research that has documented how women internally experience these biases (Bell, 2015;Burnier, 2003;Chinyamurindi, 2016;Eagly & Karau, 2002;Faulkner, 2015;Glass & Cook, 2016;Greer, 2015;Kossek et al, 2017;Pheko, 2014;Seo et al, 2017;Weyer, 2007).…”

“…However, more recent research has looked to the subjective experiences of women to understand their perspectives and career progression strategies and how gender stereotypes are experienced in the workplace (Caleo & Heilman, 2014;Chinyamurindi, 2016;Faulkner, 2015;Glass & Cook, 2016;Heilman, 2012;Pheko, 2014;Seo et al, 2017). Research focusing on the internal experience of women leaders found that women report facing an unwelcoming work environment where they have fewer mentors and are excluded from influential male-dominated networks (Glass & Cook, 2016;Kossek et al, 2017;Metz & Kulik, 2014;O'Neil & Hopkins, 2015;Sabharwal, 2013).…”

“…"When a female manager is promoted and finds herself in an environment dominated by men, it sends the message that 'women don't belong here' and that she is an exception to the rule" (Anderson, 2013, p. 3). There is ample evidence that when women cross the lines of traditional roles and behave in agentic ways, they experience backlash and hostility because they have violated a gender role that is reserved for men (Burke & Major, 2014;Hoyt, 2014;Kossek et al, 2017;Seo et al, 2017). As a result, some women report feeling that just being female interferes with their job advancement (Lange & Nelson, 2016).…”