“Going to Lunch”: The Role of Catch Phrases and Language in Constructing a Heteronormative Leadership Culture

Abstract

This study examines raw focus group data from a previous case study that demonstrated the existence of a heteronormative leadership paradigm, personified in the heteronormative ideal leader who is strong, agentic, charismatic, and typically White and male. The current study corroborated the findings from the previous case study, which contributes to even more profound meaning for the current study’s conclusions. For this study, the second author independently analyzed the data using a methodology that combines elements of discourse analysis and conversation analysis to identify what organizational cultural and identity messages are communicated by focus group participants. Through this methodological framework, the researchers found that catch phrases and language were used to construct personal and organizational identities integral to a heteronormative leadership culture despite the organization’s stated and intended dedication to being a “pro-woman” firm.

A quantitative analysis of motivations of association executives to earn the certified association executive credential

“…The concept of the "career" is inherently gendered (Buzzanell & Lucas, 2006Kossek & Buzzanell, 2018). While career theory researchers have expanded their view of careers and the characteristics of workers in the last few years, the underlying themes for most career stage theories still align to the white, male undertones of the early theories (Kossek & Buzzanell, 2018;Mungaray & Curtin, 2021). The result of such gendered language and norms is a body of work that does not recognize non-traditional career paths and varied value systems (Kossek & Buzzanell, 2018).…”

“…This language also allowed room for the concepts of the ideal worker and ideal leader to form around career models that valued work over non-work and did not contemplate family responsibilities (Acker, 1990;Eagly & Karau, 2002;Kossek & Buzzanell, 2018;Rhode, 2017). A picture of an ideal leader based on a strong, charismatic, and assertive white, heterosexual male can be detrimental to both women and men (Kossek & Buzzanell, 2018;Mungaray & Curtin, 2021;Rhode, 2017). Organizations and career fields that view and promote leadership through a heteronormative, masculine lens discourage women that do not view themselves as masculine or as embodying masculine ideals from pursuing leadership positions (Bierema, 2016;Mungaray & Curtin, 2021).…”

“…A picture of an ideal leader based on a strong, charismatic, and assertive white, heterosexual male can be detrimental to both women and men (Kossek & Buzzanell, 2018;Mungaray & Curtin, 2021;Rhode, 2017). Organizations and career fields that view and promote leadership through a heteronormative, masculine lens discourage women that do not view themselves as masculine or as embodying masculine ideals from pursuing leadership positions (Bierema, 2016;Mungaray & Curtin, 2021).…”

“…Females that make it past the broken rung then face a barrier into senior leadership known as the "glass ceiling." The glass ceiling represents several different obstacles that work together to keep women out of key management positions (Ayub et al, 2019;Mungaray & Curtin, 2021;Parmer, 2021). Even though the vast majority of Americans believe men and women make equally competent leaders (PEW Research Center, 2015), women are still severely underrepresented in senior management (Catalyst, 2021;McKinsey and Company and Lean In, 2021;Parmer, 2021;Rhode, 2017).…”

“…The stereotypical leader prototype that discourages women from applying for and achieving management positions has a similar effect on minority workers. Organizational leaders are rated more highly by subordinates and superiors when they possess characteristics that align with the rater's beliefs about a prototypical leader (Eagly & Karau, 2002), and research has shown that the prototypical leader persona is based on a white male (Anderson et al, 2019;Kossek & Buzzanell, 2018;Mungaray & Curtin, 2021;Rhode, 2017;Rosette et al, 2008). Minority employees that do not have a selfperception that includes these qualities may face limited access to promotions and senior level leadership positions (Mungaray & Curtin, 2021).…”