n some industries, the challenges women confront are more pronounced than in others. Women encounter considerable challenges in the high-tech industry. The same appears to be true in research labs, the energy industry, and other science and technology-based companies.
A woman attempting to forge a career in these fields must be aware of these biases, but she does not have to accept them. Employers in these industries must implement the organizational and cultural changes listed above to attract and retain the finest personnel, or they will confront substantial talent shortages in their workforces. They will simply be unable to attract or keep the high-skilled women and men they require. Those workers will seek employment in other industries where the work environment is more family-friendly and tolerant of diversity.
Domestic and caring responsibilities.
Extended periods of time away from the workplace to focus on the care of young children, which is typically experienced disproportionately by mothers rather than fathers, can exacerbate these problems, out-dating skills and affecting confidence. It also leads to assumptions about a mother’s commitment to work, and her likelihood of taking time off to take on caring responsibilities (giving the impression of being less reliable), even if this is not actually happening. Care responsibilities can also extend to caring for elderly relatives and others in need of support and is therefore not restricted to mothers.
Some organizations and professions can be particularly challenging in this regard, particularly where they require the ‘ideal worker’ – a worker who can prioritise their work, extend their working hours if required, even at short notice, because they are unencumbered by other responsibilities. This is seen to disproportionately affect women, and mothers in particular, as they are more likely to be the primary carer or primary contact in an emergency.
There is also variability worldwide in the levels of statutory childcare provision. For example, in the UK there is statutory provision for free childcare (up to 30 hours) for all 2, 3, and 4-year-olds. But this is not the case worldwide. For example, in Germany children are entitled to a place in Kindergarten, but it is not free.
Caring responsibilities often require carers to take on flexible or part-time contracts, which can respectively be less secure and more poorly paid. They are also less likely to provide a foundation for career progression and promotion. The majority of flexible and part-time work is undertaken by women.
Masculinity/ being a man
Women also face discrimination in the workplace where they are not seen to ‘fit’. We have already explored this when discussing gender roles, and by linking certain (masculine) qualities to leadership.
Occupations that are male-dominated, such as construction and engineering, might be off-putting to female applicants as they struggle to see themselves fitting in, either because they are self-conscious about being the token female, or because the culture of the organization is perceived to be hostile to or uncomfortable for women.
The act of ‘not being a man’ can also lead to exclusion from clubs and networks, whether formal or informal. This has traditionally been referred to as the ‘old-boys’ networks’, a reference to those who are both male and have attended elite private educational establishments. However, boy’s networks or clubs come in other forms, such as drinking groups, and those who want to engage in (male) sport or high-adrenaline activities, all of which may not appeal to women or may be difficult to engage in because of other responsibilities outside of work. These networking opportunities can act as powerful informal mechanisms for progression.
Being a woman
Women who participate in male-dominated activities may be perceived by others to have betrayed their sex even if their actions are true to their identity and preferences. They may face backlash for not complying with the expectations attached to them regarding femininity. This ‘backlash’ effect is faced when people behave in counter-stereotypical ways.
Women are more likely to face backlash for being ambitious, hard negotiators, dominant in meetings, and for acts of self-promotion as these are not seen to conform to feminine qualities [1]. This can inhibit the agency of women, as they may act in ways that do not challenge the expectations of their sex or moderate their behavior accordingly.
This creates additional challenges for women who have to navigate between not being overly or insufficiently feminine. Men may face similar challenges if they are not sufficiently masculine but are less likely to experience disadvantages if they conform to masculine ideals.
The self
Barriers to progression are also internal, as we have seen with the confidence gap. These may be influenced by the perceptions of others, and expectations in society, as well as our own personality and disposition.
For example, the need to be the ‘ideal worker may be more salient for some, and for those who have a high need to meet expectations, this may prove to be particularly challenging if they are also aspiring to be the ‘ideal parent’. Interestingly a time panel study from the 1960s-1990s based in the US has concluded that parents spent more time with their children in 1998 than they did in the ‘family orientated’ 1960s, with mothers spending more time with children, and engaging in more developmental activities despite also exhibiting greater levels of workforce participation There are many reasons affecting this, such as the overstating of time previously spent with children and the size of families but it also reflects the tendency for parents, and particularly mothers, to feel they are failing – either as an ideal parent, an ideal worker, or both – rather than recognizing what they are contributing.
This sense of underachievement can have consequences on how women perceive their contribution and value to an organization. It is often said that women would only consider putting themselves forward for a job if they believe they meet all of the criteria for the position, whereas men apply if they meet at least 60%, following a report from Hewlett Packard. A recent Harvard Business Review article has suggested that women may hold themselves back because they overly focus on guidelines and criteria, have a greater fear of failure, and underestimate the significance of networking
What can leaders do?
• Be intentional about appointing highly qualified women to your executive team, corporate board, C-suite, and/or CEO position.
– Kasia Gospoś
– Susan B. Anthony
– Nick Cannon
– C. JoyBell C.
“Because I am a woman, I must make unusual efforts to succeed. If I fail, no one will say, “She doesn’t have what it takes.” They will say, “Women don’t have what it takes.”
– Clare Boothe Luce
– Nancy Rathburn
Very nice!
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