1. Gender Biases and Stereotypes
Nila M. Wiese
School of Business and Leadership
University of Puget Sound

2. A Classification of Barriers
Macro-Environmental/Structural/Institutional:
Economic, Political, Legal, Socio-Cultural, Technological
Organizational Factors: Culture, Talent Mgmt. Practices, Leadership
Individual: Needs, Motivations, Aspirations, Beliefs, Values
Real vs. Perceived Barriers?
Visible vs. Invisible Barriers?
What is the ‘double bind’?
Are there moderating factors that impact our ‘think manager/think male’ paradigm?

3. Biases and Stereotypes
Different expectations of men and women leaders
The Double-Bind and role incongruity: Value given to agentic and communal skills/qualities
Misattribution of performance outcomes, intentions, motivations,
Perceived personal “inadequacies” - Women are less:
Confident
Ambitious
Willing to move for work
Effective as negotiators
Priorities: money, status/prestige, family, etc. (link to ‘opting out’ literature)
Others….

4. ‘Personal’ Reasons for Gender Gap
Less ambitious
Abouzahr et al. (2017)-BCG research:
Women start careers with same (or higher) level of ambition than men; having children does not reduce their level of ambition; ‘hostile/less diverse/uphill’ working environments erode women’s ambition
For both genders: (1) Main challenge to having higher aspirations is the prospect of increased job responsibilities; (2) An inclusive/supportive work environment increases ambition for both genders
Less self-confident
Age, Gender, and Self-Confidence

5. Personal Reasons for Gender Gap– Cont.
(HBR, 2015)
Self-Confidence: Belief in one’s own capabilities to accomplish tasks and solve problems.
Ability to be certain about one’s competencies and skills. Includes a sense of self-esteem, self-assurance, and self-efficacy.
Essential to any leader; Required to move from entry to middle-level manager
Why Confidence is important to Leaders
A leader that is technically qualified for a leadership position, but lacks confidence will find it difficult to lead/influence others.
Confident leaders tend to:
Take risks and set challenging goals
Deal with problems and conflicts immediately and directly
Be positive; have a ‘can do’ attitude
Establish respectful and productive relationships
Be guided by their values and beliefs of what is appropriate and right
Be trusted more and inspire confidence in group members
Be perceived as more competent
Aspirations vs. Confidence: For women, both erode in mid-career

6. Personal Reasons for Gender Gap
“Opt-Out”: Women must ‘value family more than career’
2007 data: 37% of women in U.S. interrupted their careers to take care of children (45%) or other family members (24%), or due to job dissatisfaction (29%)
Yet: Majority choose to return (Opt-In) but find no easy ‘on- ramps’ (Hewlett & Luce, 2007)

7. Does Manager Equal Male?
Bias: Equating manager with (agentic) characteristics associated with men and masculinity: dominance, assertiveness, confidence, competence
Acknowledgement that ‘relational/communal’ qualities are also necessary for managers/leaders, but ignored when ‘evaluating’ managers = ‘role incongruity’
Correlation was strongest for:
higher leadership positions
men raters (men rated ‘communal’ skills as ‘gender-neutral’ = no advantages for women regardless of what skills are evaluated)!
explicitness of rating (vs. testing of unconscious biases)
Male-dominated industries/occupations

8. Where Do We Go From Here? Personal Actions / Professional Development
Personal Actions / Professional Development
Organizational Actions
Structural/Institutional Actions
* Test your own biases:

9. Structural/Institutional Actions
Education = Gender role socialization must be addressed early on
Anti-discrimination laws: Impact on access (e.g., education, financial resources, etc.) and professional development (e.g., promotions, etc.); protection of basic rights (e.g., sexual harassment).
Quotas: %s; tiebreak system, threshold system
Both in the private and public sector
Challenge: Overcoming stigmas, rejection and myths (e.g., belief in meritocracy is challenged; ‘quota women will be marginalized)
Gains: Critical mass; Changing attitudes and perceptions; motivation driver

10. Structural / Institutional Actions
Equitable wage laws (+ transparency)
Limiting ‘work-hours’/‘extreme jobs’: e.g., South Korea ‘banning’ overtime: capping work weeks to 52 hours (up to two years in prison or a fine of up to £13,600)
Subsidized day care
Health care protections (cost of health care for women is higher than for men; ensure access)
Parental / Family Leave (applicable to everyone, not just ‘mothers’)
Stigmas

11. Structural Actions Needed: Regional Focus

12. Structural Actions Needed:
A Regional Focus – Cont.