A cultural feminist approach towards managing diversity in top management teams

Article

Syed, Jawad and Murray, Peter A.. 2008. "A cultural feminist approach towards managing diversity in top management teams." Equality, Diversity and Inclusion: An International Journal. 27 (5), pp. 413-432. https://doi.org/10.1108/02610150810882288
Article Title

A cultural feminist approach towards managing diversity in top management teams

ERA Journal ID11116
Article CategoryArticle
AuthorsSyed, Jawad (Author) and Murray, Peter A. (Author)
Journal TitleEquality, Diversity and Inclusion: An International Journal
Journal Citation27 (5), pp. 413-432
Number of Pages20
Year2008
Place of PublicationBingley, WA. United Kingdom
ISSN2040-7149
2040-7157
Digital Object Identifier (DOI)https://doi.org/10.1108/02610150810882288
Abstract

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 extraorganisational 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.

Keywordscultural studies; feminism; equal opportunities; gender; leadership; senior management
ANZSRC Field of Research 2020359999. Other commerce, management, tourism and services not elsewhere classified
350503. Human resources management
Public Notes

Copyright 2008 Emerald Group Publishing Limited. Permanent restricted access to published version due to publisher copyright policy.

Byline AffiliationsUniversity of Kent, United Kingdom
Macquarie University
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