A Cultural Feminist Approach Towards Managing Diversity in Top Management Teams

Syed, Jawad and Murray, P. (2008) A Cultural Feminist Approach Towards Managing Diversity in Top Management Teams. Equal Opportunities International, 27 (5). pp. 413-432. ISSN 0261-0159. (The full text of this publication is not currently available from this repository. You may be able to access a copy if URLs are provided)

The full text of this publication is not available from this repository. (Contact us about this Publication)
Official URL
http://dx.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 extra-organisational 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.

Item Type: Article
Subjects: H Social Sciences > H Social Sciences (General)
Divisions: Faculties > Social Sciences > Kent Business School > Industrial Relations/HRM
Depositing User: Jennifer Knapp
Date Deposited: 17 Jun 2010 15:23
Last Modified: 25 Jun 2014 09:02
Resource URI: https://kar.kent.ac.uk/id/eprint/24827 (The current URI for this page, for reference purposes)
  • Depositors only (login required):