Women and Leadership Project
edwardgoe
CH7_NavigatingOrganizationalSystems.pptxNavigating organizational systems
Week 5
Chapter 7: Navigating Organizational Systems
This is the first slideset for Week 5, and corresponds to chapter 7 in the assigned class text.
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Goals
The goals for this presentation are to identify and distinguish between the various metaphors used to describe women in leadership, such as the glass ceiling, which you might already be familiar with. We will also explore women’s non-linear career paths, its consequences, and explanations for these non-linear career paths. Next, we will look at the qualities and characteristics of supportive partners, challenge the thinking behind the famous lean-in movement, and identify both organizational barriers and innovations to advancing women in leadership.
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Identify and distinguish between the various metaphors used to describe women in leadership
Explore women’s non-linear career paths, its consequences, and reasons for these career paths
Who are the supportive partners?
Lean-in movement
Identify organizational barriers and innovations to advancement
Systematic Barriers in Books
Let’s start off with a close examination of these books on this slide. Aside from noticing that they are all written by women, for women, what is your first impression? Do they rub you the wrong way? These book titles suggest women are solely at fault for holding themselves back rather than acknowledging organizational and systemic barriers to success, which we’ll be discussing in this slide set. We’ll also be going back to the “Lean In” book that made headlines back in 2013 and talking about how Sheryl Sandberg’s arguments discussed in the book fall short in a couple of ways.
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Metaphors for women in leadership
Metaphors take complex ideas and relate them to more commonplace objects or ideas in order to make them more understandable. There is a plethora of metaphors describing women in leadership, and we’re going to go over some of the most commonly used ones.
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The Glass Ceiling
The most popular metaphor for women’s lack of access to leadership (Carli & Eagly, 2016)
Describes the presence of an obstruction that stymied women’s career advancements into executive positions
The first is one you might already be familiar with, and it’s called the glass ceiling. This is the most popular metaphor for women’s lack of access to leadership. It describes the presence of an obstruction that stymied women’s career advancements into executive positions.
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7 Reasons the glass ceiling metaphor is misleading (Eagly & Carli, 2007)
(Eagly & Carli, 2007)
In the first chapter of their book, “Through the Labyrinth”, Eagly and Carli (2007) argue that the path to leadership is not like a glass ceiling anymore for these 7 reasons. First, it erroneously implies that women have equal access to entry-level positions. It erroneously assumes the presence of an absolute barrier at a specific high level in organizations. It also suggests that all barriers to women are difficult to detect and therefore unseen. The glass ceiling metaphor also erroneously assumes that there exists a single, homogenous barrier and thereby ignores the complexity and variety of obstacles that women leaders can face. It fails to recognize the diverse strategies that women devise to become leaders. It also precludes the possibility that women can overcome barriers and become leaders. Lastly, it fails to suggest that thoughtful problem solving can facilitate women’s paths to leadership. Instead, Eagly and Carli suggest that the path to leadership is more like a labyrinth. We’ll get into the labyrinth metaphor shortly.
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Concrete Wall
An absolute barrier to entry
Used to depict women’s early attempts to enter certain career fields
Women were once not allowed to be doctors, lawyers, or serve in the military
Women were denied access to higher education until the 1960s/1970s
Had limited access to schooling required for well-paying and high-status occupations
Women were once not allowed to be doctors, lawyers, or serve in the military. They were also denied access to higher education until the 1960s/1970s, and had limited access to schooling required for well-paying and high-status occupations. This absolute barrier to entry was called the concrete wall, and used to depict women’s early attempts to enter certain career fields.
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Maternal Wall
If women were able to avoid hitting a concrete wall and able to enter a profession, they still eventually encountered a maternal wall (Williams, 2004)
Refers to a type of bias that occurs when women get pregnant or seek maternal leave
Bias results when maternity causes coworkers to make negative assumptions about:
Competency
Emotionality and irrationality
Lack of commitment to job functions
Performance reviews of female managers plummet after pregnancy (Halpert, Wilson, & Hickman, 1993)
Fathers can also face a paternal wall in the workplace
The maternal wall has also been used to describe women in leadership. If women were able to avoid hitting the said concrete wall, and able to enter a profession, they still eventually encountered a maternal wall instead. This maternal wall metaphor refers to a type of bias that occurs when women get pregnant or seek maternal leave. Bias results when maternity causes coworkers or supervisors to make negative assumptions about competency, emotionality and irrationality, and lack of commitment to job functions. In fact, research has shown that performance evaluations of female managers plummet after pregnancy. Benevolent stereotyping can occur under these circumstances. Colleagues may assume that a mother does not want to travel to a conference or receive training, does not want important committee assignments, or would not want to be part of projects requiring nontraditional work hours. Moreover, women are routinely (and usually illegally) questioned about their plans for motherhood as part of the job search and promotion process. Women actually don’t even need to have children to face maternity issues in their career choices. People may choose to enter or avoid a particular position or career field in anticipation of one day having children.
This wall is not limited to women, however. Fathers can also face what is called a paternal wall in the workplace.
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The Motherhood Penalty (Correll, Bernard, & Paik, 2007)
Utilized an experimental design using candidate resumes and undergraduates in a lab
The same resume from male and female candidates who were white or African American with or without mention of them having children
Asked to rate candidates on: competence, commitment, required ability, flex time allotted, recommended salary, promotability, and recommendation for hire
Results:
Being a parent lowers the perceived competence and commitment of women job candidates and the salary for women, but not men
Men actually got a boost in perceptions of commitment when it was mentioned that they were fathers!! They were allowed more days late!
Mothers were paid the least, seen as the least likely to be promoted, and were the least likely group to be hired
To understand the motherhood penalty, let’s look at some empirical research. Correll and colleagues conducted an experimental study using candidate resumes and undergraduates in a lab. They created the same resume from male and female candidates who were white or African American with or without mention of them having children. Participants were asked to rate candidates on competence, commitment, required ability, flex time allotted, recommended salary, promotability, and recommendation for hire. Results showed that being a parent lowers the perceived competence and commitment of women job candidates and the salary for women, but not men. In fact, men actually got a boost in perceptions of commitment when it was mentioned that they were fathers! They were actually allowed more days late! Mothers, on the other hand, were paid the least, seen as the least likely to be promoted, and were the least likely group to be hired.
The results are an example of the motherhood penalty. This also speaks to the importance of understanding intersecting identities, such as gender and parental status. Parental status operates in different ways for perceptions of men and women job applicants.
Also worth noting here is that African-American applicants were offered approximately $6,800 lower salaries, on average, compared with those offered to whites. This difference is striking, especially since African-Americans were not judged to be less competent or committed to work—they were simply offered lower salaries. African-American women and white women both experience a motherhood penalty, and the magnitude of that penalty is largely the same for both groups.
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Glass Escalator
Occurs in woman-dominated fields
Teaching and nursing
Women work hard to climb the leadership ladder
Meanwhile, their male peers in the same profession glide past them on an invisible escalator, advancing straight to the top
Men tend to get promoted at faster rates than women, even in female-dominated professions
Men are then overrepresented in the leadership of these professions
Because of stereotype matching, men more readily fulfill our notions of what a manager should look like, and when you’re in a female-dominated profession, there are fewer people that have that ability to match it (Goudreau, 2012, para.7)
Next, we have the glass escalator. This typically occurs in women-dominated fields, such as teaching and nursing. According to this metaphor, women work hard to climb the leadership ladder, while their male peers in the same profession glide past them on an invisible escalator, advancing straight to the top. To provide an example, men tend to get promoted at faster rates than women, even in female-dominated professions. As a result, men are overrepresented in the leadership of these professions, despite being outnumbered by women. Because of stereotype matching, men more readily fulfill our notions of what a manager should look like (remember the think manager, think male phenomenon) and when you’re in a female-dominated profession, there are fewer people that have that ability to match it.
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Glass Cliff
Women are overrepresented in precarious leadership positions
Women are only given entry to particular executive positions when more traditional male prospects find the positions unattractive
Women are often brought in to turn things around during dire times, and they have to bear the blame if things do not go well
The glass cliff is another metaphor used to describe how women are overrepresented in precarious leadership positions. That is, women are only given entry to particular executive positions when more traditional male prospects find the positions unattractive. For example, women are often brought in to turn things around during dire times for a company, and they have to bear the blame if things do not go well.
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Think Crisis-Think Female
Remember think manager-think male?
Boards of companies are more likely to promote women and minorities to top leadership roles when the company is in crisis (Cook & Glass, 2013)
Women and minorities are also more likely to accept these positions
When a leader comes in during a time of crisis, their term is typically shorter and these leaders are often replaced by white males (Cook & Glass, 2013)
Particularly if the company doesn’t improve under their leadership
This leads us to the think crisis-think female phenomenon, which is similar to the think manager-think male phenomenon. Here, boards of companies are more likely to promote women and minorities to top leadership roles when the company is in a crisis. Women and minorities are also more likely to accept these positions, because the opportunity would likely not have presented itself otherwise. Research has shown that when a leader comes in during a time of crisis, this term is typically shorter and these leaders are often replaced by white males, especially if the company doesn’t improve under their leadership.
The photo on this slide is of Marissa Mayer, former CEO of Yahoo. She was brought on as CEO in an attempt to turn around the trajectory of the company’s sinking ship in 2012. During her time as CEO, Yahoo was marred by slowing growth and internal dissent, which led to plummeting employee morale and, ultimately, her resignation. In 2017, Yahoo was bought by Verizon. Before Marissa Mayer, Carol Bartz was appointed CEO of Yahoo when the company began seeing problems. She was forced out of her position after just two years. This is a prime example of the “think crisis-think female” phenomenon, as well as the glass cliff that women often face in the workplace.
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Sticky Floor
Refers to discriminatory practices slowing women’s advancement including:
Occupational segregation that places women in dead-end jobs
Underpayment of female-dominated occupations
Lack of flexibility and absence of job ladders
Popular-press books have used this metaphor to describe women who opt out of leadership and who create their own barriers to success
Remember the first slide of book covers? That was a metaphor used to describe women and leadership: the sticky floor. This refers to discriminatory practices slowing women’s advancement, including occupational segregation that places women in dead-end jobs, underpayment of female-dominated occupations, and lack of flexibility and absence of job ladders. Popular press books have used this metaphor to describe women who opt out of leadership and who create their own barriers to success.
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Leaky Pipeline
Describes the way that women disappear from some careers over time
Frequently used to describe STEM fields
“Leaks” occur over 3 stages of the STEM pipeline:
Childhood and adolescence: parents, teachers, and peers steer girls away from math and other STEM fields
Emerging adulthood: women are underrepresented in STEM classes, have fewer women faculty and mentors in STEM fields, and feel an overall lack of belonging
Results in underperformance and attrition
Upon entering professional career: more women leave STEM pipeline due to workplace isolation, lack of supports for maternity leave and other family obligations, and inadequate mentorship
The leaky pipeline describes the way that women disappear from some careers over time. This metaphor is frequently used to describe STEM fields. Within this STEM pipeline, leaks occur over 3 stages: the first is in childhood and adolescence, where parents, teachers, and peers steer girls away from math and other STEM fields. The second stage is in emerging adulthood, where women are underrepresented in STEM classes, have fewer women faculty and mentors in STEM fields, and feel an overall lack of belonging. This results in underperformance and attrition. The third stage is upon entering a professional career, where many women leave STEM due to workplace isolation, lack of supports for maternity leave and other family obligations, and inadequate mentorship.
Some researchers critique the term “leaky pipeline” because it partially explains historical gender differences in the U.S., but no longer describes current gender differences in the bachelor’s to PhD transition in STEM. Others argue that the pipeline only “leaks” in some career fields like biology, but ironically not in more male-dominated fields like physics or engineering (Cannady, Greenwald, & Harris, 2014).
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Leadership Labyrinth
Allows for the varied challenges confronting women as they travel, often on indirect paths, in their leadership journey
Implies that women face challenges throughout their careers, not just at one stage
Acknowledges that paths to the top exist, and some women find them, though routes can be difficult to discover
“Some paths to leadership are more direct than others, and some paths lead nowhere or are dead ends.” (Eagly & Carli, 2016)
You may (or may not) have questioned why the cover photo for this course when you log into Canvas is something that looks like a maze– this is why. We briefly mentioned the leadership labyrinth when discussing the glass ceiling metaphor. This metaphor allows for the varied challenges confronting women as they travel, often on indirect paths, in their leadership journey. The leadership labyrinth implies that women face challenges throughout their careers, not just at one stage. It acknowledges that paths to the top exist, and some women find them, though the routes can be difficult to discover. As Eagly and Carli put it: Some paths to leadership are more direct than others, and some paths lead nowhere or are dead ends.
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Women’s nonlinear career paths
On-Ramps and Off-Ramps
Now, let’s talk about women’s nonlinear career paths, including what is called on-ramping and off-ramping.
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Data: Men & Women and Household Activities
Let’s first take a look at how household activities are distributed between women and men… Based on this graph from data in 2009, more women took care of housework, food preparation and cleanup, and household management, while men did more of the lawn and garden care. In 2013, the BLS also reported that married women do 2.1 hours of childcare overall for every hour done by men and that, on an average day, women living in a household with children under 6 years old spent 1.1 hours providing physical care (such as bathing or feeding) to children, while men spent .5 hours providing physical care (U.S. BLS, 2013).
Source: https://www.bls.gov/opub/ted/2010/ted_20100629.htm?view_full
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Empirical Evidence (Biernat & Wortman, 1991)
Study examined 71 businesswomen and their working male partners (all of whom had young children)
Research question: In homes where both partners work AND there are children to be taken care of, who does what work and how is that division of labor determined?
1 (never) 5 (always)
This study examined 71 businesswomen and their working male partners, all of whom had young children. These researchers wanted to know who does what work and how is that division of labor determined in homes where both partners work and here are children to be taken care of. Results showed that wives were significantly more involved than their husbands in managing finances and housecleaning, and marginally so in cooking. Two other household chores---laundry and repairs—appeared to be performed significantly more frequently by husbands than by wives, whereas grocery shopping was a shared chore.
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Empirical Evidence (continued) (Biernat & Wortman, 1991)
1 (I am primarily 5 (he is primarily
responsible) responsible)
Wives who participated in the study were asked: “For each household chore listed, please indicate how much that chore is done by you and by your husband.” They were then asked: “Now, please indicate who has the responsibility for seeing to it that each of these tasks gets done.”
Although each spouse may have been the primary performer of different household chores, the wife continued, to be primarily responsible for seeing that the chores got done. Only on the traditionally "masculine“ repair and maintenance tasks was this pattern reversed.
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Empirical Evidence (cont.) (Biernat & Wortman, 1991)
Participants (both husband and wife) were asked the following: “When your child is/children are at home with you and your husband, who…” This stem was followed by eight specific child-care tasks listed on the X-axis of the graph, including arrange care and stay home.
The only task on which there was no significant difference between spouses in perceived amount of involvement came from the "fun" category--interactive play. The largest differences between the spouses were found, instead, on those tasks that are less enjoyable, that is, making alternative child-care arrangements and caring for physical needs. This suggests that husbands' involvement in child care, when it occurs, may not be geared toward the mundane but necessary aspects of parenting; these are shouldered primarily by wives.
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Opt-Out Revolution
Large numbers of highly qualified women are choosing to leave mainstream careers (Hewlett, 2007)
Off Ramping
Up to 43% of highly qualified women off-ramp, or voluntarily leave their careers, for a period of time
93% of women who choose to off-ramp want to return to their careers (Hewlett, 2007)
Career interruptions may be due to:
Pull factors: family responsibilities (child and elder care)
Push factors: feeling underutilized or underappreciated, being underpaid or underpromoted, lack of supportive climate for women
The opt-out revolution refers to large numbers of highly qualified women who are choosing to leave mainstream careers. This is called off-ramping. Up to 43% of highly qualified women off-ramp, or voluntarily leave their careers, for a period of time. These career interruptions may be due to pull and push factors. Pull factors include family responsibilities, such as child and elder care. Push factors refer to feelings of being underutilized or underappreciated, being underpaid or underpromoted, and a lack of supportive climates for women. However, 93% of women who choose to off-ramp want to return to their careers. The desire to return back to a career may stem from having a career serve as a source of identity, independent income, or from a sense of altruism and wanting to give back.
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Data: Reasons for Off-Ramping
Take a look at women’s reasons for off-ramping according to Hewlett (2007): 45% of women reported children were the reason for off-ramping, following by being income sufficient, and elder care. The top push factor was having a job that was not satisfying or enjoyable, as nearly 30% of women reported having a job not satisfying or enjoyable, followed by 23% of women being stalled in their careers.
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Data: Financial Penalties for Off-Rampers
There can often be negative consequences for women when choosing to off-ramp. Financially, 37% of women out 3 or more years on average faced financial penalties. 41% of women in law faced financial penalties for off-ramping.
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Challenges of On-Ramping
Women face certain challenges after having been away from the workforce for an extended period of time:
Stigma of having been away and potential loss in earning power
May be perceived as less committed
May no longer get the best assignments
May struggle to catch up with processes or technology that may have shifted while they were away
Because of this stigma, many women work hard to juggle family life along with a focus on a full-time career
There are several challenges associated with trying to on-ramp after being away from the workforce for an extended period of time. For one, there is a stigma of having been away and women face a potential loss in earning power. Women may be perceived as less committed and may no longer get the best assignments. Lastly, women may struggle to catch up with processes or technology that may have shifted while they were away. Because of these challenges, many women work hard to juggle family life along with focusing on a full-time career.
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Career Women and Childbearing
At midlife, between one-third and one-half of all successful career women in the U.S. do not have children (Hewlett, 2002)
33% of such women between 41-55 are childless
This figure rises to 42% in corporate America
Of men with similar status, only 19% are childless
Let’s talk a little bit about career women and childbearing. At midlife, between one-third and one-half of all successful career women in the U.S. do not have children. 33% of such women between the ages of 41 and 55 are childless. In corporate America, this figure rises to 42%. Now listen to this: of men with similar status, only 19% are childless.
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There are several reasons for this decline
Lack of equal-status partners
At age 28, there are 4 college-educated, single men for every 3 college-educated, single women
At age 38, there is one man for every three women (U.S. Census Bureau, 2019)
Time crunch
Career women are asked to work long hours, and job may involve significant travel
Many high-achieving women work more than 50 or 60 hours per week
“Second Shift”
Women are typically the primary provider of domestic and household labor
Despite men assuming more responsibilities at home than in prior decades, this discrepancy persists
Biological reasons
Many career women consider their 20s and 30s an essential time to establish a reputation and leadership profiles
These are also prime childbearing years
Women who postpone child-rearing may face infertility and limited maternal options
There are several reasons for the decline in childbearing. The first is a lack of equal-status partners. At age 28, there are 4 college-educated, single men for every 3 college-educated single women. However, at age 38, there is one man for every three women according to the U.S. Census Bureau. Another explanation is the time crunch. Career women are asked to work long hours, and jobs may involve significant travel. As such, many high-achieving women work more than 50 or 60 hours per week. A third explanation is what is often called the second shift, where women are typically the primary provider of both domestic and household labor. Despite men assuming more responsibilities at home than in prior decades, this discrepancy still persists. Lastly, there are biological explanations for the decline in childbearing. Many career women consider their 20s and 30s an essential time to establish a reputation and leadership profiles. However, these are also prime childbearing years. So women who postpone child-rearing may face infertility and limited maternal options.
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Stepping Back
Instead of off-ramping or stepping out, some women:
Take part-time work
Telecommute
Seek flexible work arrangements
Turn down promotions
38% of women have deliberately chosen a position with fewer responsibilities and lower compensation to fulfill responsibilities at home
Instead of off-ramping or stepping out, some women engage in stepping back, which refers to things like taking part-time work, telecommuting, seeking flexible work arrangements, and turning down promotions. In fact, 38% of women have deliberately chosen a position with fewer responsibilities and lower compensation to fulfill responsibilities at home. There are several benefits to staying connected to a workplace, including:
Access to supportive colleagues and networks
The ability to find meaning and value in one’s work and
The chance to contribute
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Luckily, there is a growing number of dads staying home with the kids
“Increasing the number of women who can successfully have children and maintain their employment depends on men becoming more equally involved in the domestic sphere. Currently men do not fully share domestic responsibilities with women, even though they share more of the domestic work than ever before. Therefore, to manage family responsibilities, women continue to be the ones who interrupt their careers, take more days off, and work part time. These actions result in women’s having fewer years of job experience and fewer hours of employment per year, interruptions that slow their career progress and reduce their earnings”
- Eagly and Carli (2007, chapter 4)
Increasing the number of women who can successfully have children and maintain their employment depends on men becoming more equally involved in the domestic sphere. Luckily, there is a growing number of dads staying home with the kids. As of 2012, the number of fathers living with children younger than 18 who do not work outside the home was 2 million!
Source: https://www.pewsocialtrends.org/2014/06/05/growing-number-of-dads-home-with-the-kids/
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Supportive partners
Now, let’s talk about supportive partners.
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Emotional Support
Research has shown that the biggest problems for working women is husbands’ lack of support for their career (Gilbert, 1988; Vannoy-Hiller & Philliber, 1991)
Social support from a partner can include implicit and explicit encouragement (seen as emotional support) as opposed to financial or task-oriented support (Burley, 1995)
Research has shown that the biggest problems for working women is husbands’ lack of support for their careers. Social support from a partner can include implicit and explicit encouragement, seen as emotional support, as opposed to financial or task-oriented support.
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Who are the supportive partners of women leaders? (Halpern & Cheung, 2008)
Women leaders described them as:
Mature
Self-assured
Confident
Easygoing
Flexible
Comfortable with themselves
So who are the supportive partners of women leaders? Women leaders have described their supportive partners as mature, self-assured, confident, easygoing, flexible, and comfortable with themselves.
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Are women getting in their own way and limiting their access to leadership?
Do you think women are getting in their own way and limiting their access to leadership? The front covers of those books we examined at the start of this presentation would seem to suggest so.
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The “Lean In” Movement
If you’re unfamiliar with the lean-in movement, this video will help explain what it is, what it stands for, and who started the movement. Let’s watch this clip, and hopefully the audio works! If it doesn’t, the video is linked in the notes on this slide.
Source: https://www.youtube.com/watch?v=-NK28iM41bw&t=386s
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There are several ways her argument falls short
Lack of awareness about the role of economic, educational, race, ability, and class privilege in thinking about these issues
Vast majority of women do not have choices to “reduce commitments” or “simplify their lives” and still get by (Cobble et al., 2014)
Reinforces the belief that feminism is a cause of and for privileged women
Fails to address the effects of intersectional identities
Sandberg’s book Lean In, offers advice to women about choices they can make to increase their access to leadership and power. These include ways to increase self-confidence, getting partners to do more at home, and to not hold women accountable to unattainable standards. While her stories are compelling, there are several ways her argument falls short.
Sandberg talks about getting a seat at the table, but for women of color, that table is broken. Advising all women to be more assertive and bargain for advancement does not take into consideration how applicable this advice is to different women who may experience multiple interlocking forms of oppression. As such, her argument lacks awareness about the role of economic, educational, race, ability, and class privilege in thinking about these issues. It also fails to address the effects of intersectional identities.
Sandberg also discusses an “ambition gap”, where women are not committed enough to their own success. However, women are limited by a system designed to force impossible choices. Why do school schedules, for instance, not match work schedules? A vast majority of women do not have choices to reduce commitments or simplify their lives and still get by.
Sandberg, in the previous video, mentions “choosing and marrying the right partner”. Why not call for workplaces to support family leave whenever people choose it, instead?
Lastly, Sandberg’s argument reinforces the belief that feminism is a cause of and for privileged women, which we know feminism is not.
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Organizational Barriers and innovations to advancement
Lastly, let’s look at some organizational barriers and innovations to the advancement of women in leadership positions.
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Organizational Barriers
Many workplaces demand that employees work long hours, travel frequently, or relocate periodically, all of which may be harder for women and anyone with care-taking responsibilities
Persistence of unconscious biases (men are strong, women are bossy)
Feeling undervalued or underutilized are more significant problems than overwork
The presence of other unsupportive women
There are several organizational barriers in place that keep women from advancing in their careers. Many workplaces demand that employees work long hours, travel frequently, or relocate periodically, all of which may be harder for women and anyone with care-taking responsibilities. There is also still he persistence of unconscious biases, such as men are strong, and women are bossy. Moreover, feeling undervalued and underutilized are more significant problems than overworking. Lastly, there are often other unsupportive women present in workplaces.
For instance, queen bee syndrome refers to situations where women who have already achieved power or status in an organization may be less likely to sponsor or promote other women (Drexler, 2013). One reason why a woman may become a “queen bee” at work is because of a patriarchal culture that encourages those who manage to rise to the top to become obsessed with maintaining their authority, even at the expense of other women. In fact, female bullies directed their hostilities toward other women 80% of the time, while men were equal opportunity offenders (Workplace Bullying Institute, 2010).
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Organizational Innovations
Flexible work arrangements
Family-friendly policies
Including some federal laws prohibiting discrimination on the basis of parental status or possible parental status
Reforming performance evaluations and recruitment
Reducing tokenism
Legitimizing women’s contributions as leaders
Nonetheless, there are things that organizations can do to advance women in the workplace. The first is the use of flexible work arrangements and family-friendly policies. This includes some federal laws prohibiting discrimination on the basis of parental status or possible parental status. Organizations can also reform performance evaluations and recruitment to help women advance. Reducing tokenism is also important, which can be done by actually promoting diversity and aiming for the recruitment and promotion of diverse individuals, as is legitimizing women’s contributions as leaders.
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End
This is the end of this presentation.
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