The Effects of Values and Gender Role Perceptions on Attitudes Towards Women Managers

The Effects of Values and Gender Role Perceptions on Attitudes Towards Women Managers

Basak Ucanok Tan
Copyright: © 2020 |Pages: 21
DOI: 10.4018/978-1-5225-9163-4.ch002
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Abstract

One of the key drivers of the development of societies over the past century has been the shift in women's social and economic position. Women have since been increasingly moving into the labor market, into employment, and into work organizations. According to the 2017 ILO report, women's overall labor participation is estimated to be 49.4%, and this rate increases to 53% for the East European countries. Even though women's participation in the labor force and in the front-line managerial positions is increasing, we are still far from achieving gender equality. Apart from the participation of women, a number of other issues remain to be tackled such as the under-representation of women in decision-making positions, the gender pay gap, and male-dominated work cultures. This chapter explores the effects of values and gender role perceptions on attitudes towards women managers.
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Gender And Organizations

The presence and status of female managers have improved dramatically over the last half century. However, the research till date indicates quite clearly that women in management positions in a variety of professions continue to face a number of barriers within organizations that affect career progression (Maithani, et al. 2012). A number of studies have identified a multitude of structural and cultural barriers working within organizations that have led to the underrepresentation of women at the senior level and have been well documented (Fagenson, 1994; Powell and Graves, 2003). Limited participation of women in managerial and decision-making positions is a common phenomenon in most developed countries (Noble and Moore, 2006).

Limited participation of women in the upper echolons of the corporate ladder are partly due to the stereotypes and attitudes about women in positions of power. There is evidence which shows that negative attitudes towards women as managers restrict their upward movement in the organization (Gulhati, 1990). The differential socialization of men and women moulds their attitudes towards women in positions of power and influence.

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