In the United States, organizational definitions of leadership are stereotypically associated with men. Americans have preconceived notions about what kind of work is masculine and feminine. The expectations about leadership are built around masculinity. The problem is that we have stereotypical expectations of men and women, and how they lead. The different norms for how women and men should lead may lessen women’s chances of achieving more elite positions (Vinkenburg et al. 2011).
Many years of studies on women and leadership questioned whether women can lead as well as men. Findings suggest that there are some people who still believe that women differ from men in personality and temperament in ways that affect leadership (Eagly and Carli 2007). There is vast research and literature on how such stereotypical beliefs may affect the promotions of women to higher levels in organizations. Modern research confirms the presence of the discriminatory glass ceiling phenomenon in organizations.
As a metaphor for barriers that prevent women from advancing, the glass ceiling has framed our understanding of reality. Despite the educational advantage of women over men, females remain rare in some executive roles; there is still a predominance of male leaders. Shattering the glass ceiling and the gender inequity in organizations remains a challenge.
Women are fully aware of the glass ceiling processes that are based on the ideologies in which women and their achievements are devalued. While neglecting the causes of workplace gender inequality, female leaders are tasked with breaking through the glass ceiling in order to attain high positions. There are diverse strategies that women devise to become leaders, “but finding the pathways to leadership demands considerable skill and some luck” (Eagly and Carli 2007).
In organizations, there are all kinds of expectations that invite gendered performance. Modesty and kindness is expected of women who are associated with qualities that convey affection and sensitivity. If women lead confidently they can be seen as abrasive, while men who behave assertively are considered passionate. When women are kind and cooperative they are regarded as inapt for powerful jobs (Eagly and Carley 2007).
What many women face in managerial and professional environment is a double bind. In other words, when women and men exhibit similar behaviors, when they are doing almost exactly the same thing, or saying the same thing, people interpret it differently (Ashcraft and Mumby 2004). They interpret it in line with the binary expectations, and the same behavior takes on different meaning. The same behavior leads to different consequences.
Although women display important leadership behaviors like ambition and confidence, these are inconsistent behaviors with prevalent stereotypes that women are modest and caring. This inconsistency can undermine the effectiveness of such behaviors (Vinkenburg et al. 2011). Women may still hit the ceiling, since these behaviors are not congruent with female gender role.
Gendered expectations create inequality, and lay a foundation for different work and assignments men and women do (Ashcraft and Mumby 2004). This is the underlying cause of impediments that women encounter on the path toward becoming business executives. A variety of obstacles stem from these expectations, restricting women’s access to leadership roles and further sustaining men’s dominance of executive positions. To revise these normative views of gender and leadership, there needs to be a shift at cultural, organizational and individual levels. Changes in current social structure require transformation of cultural ideologies, organizational practices, as well as people’s mindset.
