A cultural feminist approach towards managing diversity in top management teams

• Published in: Equal Opportunities International 2008-01, Vol.27 (5), p.413-432
• Main Authors: Syed, Jawad, Murray, Peter A
• Format: Article
• Language: English
• Subjects: Construction; Cultural studies; Culture; Difference; Employment; Equal opportunities; Equal opportunity; Equality; Female roles; Femininity; Feminism; Gender; Gender equity; Group dynamics; Hegemony; Leadership; Learning; Management; Management teams; Managers; Masculinity; Multiculturalism & pluralism; Multilevel; Norms; Organizational culture; Participation; Perpetuation; Power; Representations; Senior management; Sex discrimination; Society; Stereotypes; Studies; Teams; Teamwork; Thermomechanical treatment; Top management; Values; Wages & salaries; Women; Work values; Workplace diversity; Workplaces
• ISSN: 0261-0159; 2040-7149; 1758-7093; 2040-7157
• DOI: 10.1108/02610150810882288

Purpose - The purpose of this paper is to challenge the customary emphasis on masculine values in top management teams (TMTs) and offer a cultural feminist approach to improving women's participation in leadership roles in organisations.Design methodology approach - The paper builds on the theory of diversity and "difference", instead of "sameness", to demonstrate the relationship between feminine values, team member diversity, and team effectiveness. The paper develops a three-tier approach to making better use of gender diversity in TMTs: unravel masculine hegemony in the workplace; create awareness of distinct values offered by women as team members and team leaders; and progress team diversity from the customary token representation to gender inclusive team structures and routines.Findings - The paper suggests that TMTs benefit when learning to accommodate and integrate feminine values, along with masculine values, into an inclusive work culture that enhances teams' performing capacities.Research limitations implications - Token representation is only one dimension of gendered disadvantage. Several complex forms of gendered disadvantage reside at macro-level or extra-organisational layers of life. Therefore, tackling masculine hegemony should involve a multilevel approach that tackles gendered disadvantage in domains as wide as work, organisation, and society.Practical implications - Through the three-tier framework for managing diversity in TMTs, the paper offers a practical way forward, moving beyond the current functional-structured approach towards TMTs.Originality value - The paper argues that conventional diversity management practices remain influenced by a hegemonic masculine approach towards increasing women's participation in employment. Furthermore, a narrow emphasis on "sameness" instead of "diversity" of women and men reinforces male hegemony, contributing to the perpetuation of low numbers of women in TMTs.