Can institutionalized workplace structures benefit senior women leaders?

Peter A. Murray () and Kim Southey ()
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Peter A. Murray: University of Southern Queensland
Kim Southey: University of Southern Queensland

Asia Pacific Journal of Management, 2020, vol. 37, issue 4, No 10, 1193-1216

Abstract: Abstract Drawing on interviews conducted with a sample of 27 senior women leaders from across Australian industries, this study found that legitimate workplace structures disrupt and challenge the subliminal status effects of gender on perceived task or role performance. This related to structures such as increased opportunities for promotion into higher status roles and opportunities to participate in unstructured group-task roles. These findings were in stark contrast to traditional workplace structures where senior women leaders relied on their ability alone to reach the top. Our findings have significant implications for organizations wishing to legitimize and replicate HRM policy levers that help to formalize workplace structures of equality and counter prevailing gender stereotypes.

Keywords: Status characteristics theory; Status expectations; Institutional theory; Institutionalized workplace structures; Gender; Women in leadership; Mentoring; Equality; Group status; Diversity and inclusion (search for similar items in EconPapers)
Date: 2020
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DOI: 10.1007/s10490-019-09654-4

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