Gender equality in the workplace has made large strides over the course of the feminist movement yet studies still show a stagnation in the hierarchical achievement of women over their careers compared to their male peers. Most emphasis on correcting this inequality focuses on critiquing the actions of business leaders rather than empowering women to take everyday actions towards equality. Tactics such as utilizing technology, employing androgynous communication styles, identifying mentors, and negotiating opportunities supports gender equality with a bottom-up approach. Gender equality is an economic imperative to both women and the organizations they serve, because companies with a high representation of female leadership financially outperform those without. Women have achieved enormous strides in gender equality particularly in the past 40 years as it pertains to career advancement. The history of what is considered the formal feminist movement dates back to the 19th and 20th centuries where female leaders such as Mary Wollstonecraft and Susan B. Anthony worked tirelessly for women’s suffrage. The movement was separated into two distinctive efforts: one conservative and the other radical. Some feminists of this time period worked within the law; they utilized support from men who empathized with the cause and targeted federal suffrage by hosting public lectures, lobbying politicians, and creating petitions. However, State-by-state efforts were significantly more radical employing strategies like picketing, rallying, and attempting to participate in elections without the right to legally vote. The 19th and 20th centuries were considered the first wave of feminism – efforts focused primarily on changing laws that prevented gender equality. Suffrage was finally achieved in the United States in 1920 with the 19th Amendment. | Taking control of the gender equality conversation can be the discourse of every working woman |
The second wave of feminism took place between the 1960s and the 1980s. Feminists of this era expanded the conversation of gender equality to discuss the role of women in society (Head). This wave of feminism advocated for awareness of domestic violence, marital rape, reproductive rights, and finally women in the workplace. Women were involved in many of the homeland successes of World War II, and their achievements led to opening positions available for women in the military as well as politics, law, and other professional careers. Many women of this time rejected their label of the “second sex” as they excelled in academics and careers. Literature such as the The Feminine Mystique and The Second Sex (translated to English from French) as well as female role models like Eleanor Roosevelt and Esther Peterson demonstrated to the world that women were tired of being degraded by the patriarchal domestic norms of the past. In 1961, President John F. Kennedy created in executive order the Presidential Commission on the Status of Women chaired by Eleanor Roosevelt, a lifetime advocate for civil rights (Presidency Project). The results of the commission revealed that there were extreme gender inequalities in American society, but also recognized the traditional household roles still primarily assumed by women. Society was looking forward towards gender-quality, however there were still many essential topics absent from the feminist discourse.
In the present third wave of feminism, the conversation is constantly broadening. The focus diversifies beyond middle-class white women to contain all racial and ethnic identities, sexual orientations, socio-economic and educational classes of women. There is a myriad of issues that take place in the third wave of feminism however consistent pillars of the movement includes workplace inequalities. It is during this wave that topics like the glass ceiling, workplace sexual harassment, unfair maternity policies, and lives of working mothers gained a forefront in conversation. The glass ceiling, defined as “an unfair system or set of attitudes that prevents women or minorities from achieving the most powerful jobs,” frustrates working women across the globe who have strived tirelessly to earn the rights they have today (Merriam-Webster). Proud of the achievements of feminists before them, many civil rights activists acknowledge that there is plenty of work to be done to achieve gender equality – especially in the workplace.
Women are graduating from universities and beginning professional careers at rates higher than at any point in history, however once they enter the working world they face the same glass ceiling of the women generations before them. In 2014, the Council of Economic Advisors for the President released a report on “Women’s Participation in Education and the Workforce.” The report described outstanding achievement among young academic women who were graduating with bachelor degrees at rates 21% higher and graduate degrees 48% higher than their male cohort. Additionally, women’s working earnings now account for more than 40% of married parents’ incomes in America up considerably from the 1960s. Proud of academic achievements, the stagnation that occurs once women begin their careers is near dumbfounding. The report demonstrates how women are earning 78 cents on the dollar compared to male counter-parts despite attaining higher levels of education. The gap is even wider for women of color. As women and men advance, the wage gap widens so far that by middle-age, men earn on average 50% more than women. Additionally, women are denied leadership opportunities by their organizations every day which has resulted in female executive leadership present in only 15% of all Fortune 500 companies (Egan). There are countless reasons why this stagnation is happening, and one of the most impactful barriers is the systematic sexism that takes place in corporate America. Recently, powerful female business figures such as Sheryl Sandberg have spoken out exacerbated by the slow progress of women advancing in their careers. Many of these criticisms target the formal structure for advancement in corporations and disparage business leaders for a lack of focus on the issue of gender equality.
In the present third wave of feminism, the conversation is constantly broadening. The focus diversifies beyond middle-class white women to contain all racial and ethnic identities, sexual orientations, socio-economic and educational classes of women. There is a myriad of issues that take place in the third wave of feminism however consistent pillars of the movement includes workplace inequalities. It is during this wave that topics like the glass ceiling, workplace sexual harassment, unfair maternity policies, and lives of working mothers gained a forefront in conversation. The glass ceiling, defined as “an unfair system or set of attitudes that prevents women or minorities from achieving the most powerful jobs,” frustrates working women across the globe who have strived tirelessly to earn the rights they have today (Merriam-Webster). Proud of the achievements of feminists before them, many civil rights activists acknowledge that there is plenty of work to be done to achieve gender equality – especially in the workplace.
Women are graduating from universities and beginning professional careers at rates higher than at any point in history, however once they enter the working world they face the same glass ceiling of the women generations before them. In 2014, the Council of Economic Advisors for the President released a report on “Women’s Participation in Education and the Workforce.” The report described outstanding achievement among young academic women who were graduating with bachelor degrees at rates 21% higher and graduate degrees 48% higher than their male cohort. Additionally, women’s working earnings now account for more than 40% of married parents’ incomes in America up considerably from the 1960s. Proud of academic achievements, the stagnation that occurs once women begin their careers is near dumbfounding. The report demonstrates how women are earning 78 cents on the dollar compared to male counter-parts despite attaining higher levels of education. The gap is even wider for women of color. As women and men advance, the wage gap widens so far that by middle-age, men earn on average 50% more than women. Additionally, women are denied leadership opportunities by their organizations every day which has resulted in female executive leadership present in only 15% of all Fortune 500 companies (Egan). There are countless reasons why this stagnation is happening, and one of the most impactful barriers is the systematic sexism that takes place in corporate America. Recently, powerful female business figures such as Sheryl Sandberg have spoken out exacerbated by the slow progress of women advancing in their careers. Many of these criticisms target the formal structure for advancement in corporations and disparage business leaders for a lack of focus on the issue of gender equality.
Being plugged into the pulse of the office is no longer determined by the amount of time spent at a desk, but rather the ability to be connected to the work at hand. Women that achieve a balance between a physical commitment to the workplace and personal commitments will find herself more satisfied with her career.
Academics and business leaders emphasize the necessity of changing cultural values and systems of modern corporations to improve gender equality in the workplace. The World Economic Forum released a Global Gender Gap Report that identified the contrast between the economic success and the gender bias in every country in the world. The report attempts to understand if women and men have the same rights and opportunities in regards to four key issues: health, education, economic participation, and political empowerment. In response to this report, the World Economic Forum also released six ways of promoting gender equality throughout the career progression of women. This article advises organizations to critically evaluate the company culture, aspects of the hiring process, and training and development opportunities for their emphasis on equality. While they are suggesting practical adjustments for an organization, their target audience is evidently business leaders rather than the women the changes would impact. While working to broadly affect the cultures and systems that disadvantage minorities is critical to equality in the workplace, many business leaders are not personally affected by issues of diversity and therefore do not distinguish the issue as a top priority for their organization. Only 15% of executives are women, therefore advocacy should be expected by women every day at every level of organizations to fully and more efficiently affect change. Focusing on educating and empowering women to take a tactical approach towards equality will lead to a more diverse and economically advantageous environment for all.
Women are passionate about gender equality in terms of economic participation, but lack the instruction to demand gender equality in the workplace. Focus on tactics such as creating personal flexibility, optimizing communication, recognizing negotiation opportunities, supporting successful female peers, and actively demanding equality create a feminist toolbox for women as they progress through their careers.
Scheduling flexibility in the workplace is a key complaint of many career women. Reports on gender roles demonstrate that despite an increase in economic participation, women are still the primary care givers for both children and old-adults compared to men. Providing for others requires that parents and adult children be available to take care of their loved ones at inconvenient times and at times on short-notice. In addition to the wage gap, the concept of a time gap has recently been introduced to the conversation of gender inequity. In the United States, women spend on average 4 hours per day on unpaid household activities compared to 2.5 hours per day that men spend. Totaling up the year, women spend 500 additional hours on their personal responsibilities (Gates). Flexibility is essential to women, and technology is redefining the physical boundaries of the office for many women who balance a career and a family. Correct deployment of technology can create the space for women to manage both their professional and personal commitments in a more balanced fashion than ever before. Many successful women work from home in the afternoons so they can still pick their children up from school, or schedule out of office meetings to disguise doctors’ appointments and soccer practices. Being plugged into the pulse of the office is no longer determined by the amount of time spent at a desk, but rather the ability to be connected to the work at hand. Women that achieve a balance between a physical commitment to the workplace and personal commitments will find herself more satisfied with her career.
Style and approach to communication practices in the office is another variable that impacts career success between men and women. It has been proven that women who employ masculine communication strategies often attain greater career achievement than those considered to have feminine communication styles (Leskinin). However, the same women who engage in masculine communication techniques are also far more likely to be victim of workplace harassment. This catch-22 leaves many women weighing the benefits to their careers against their own well-being. Researchers Frankie J. Weinberg, Len J. Trevino and A. O’Shea Cleveland conducted a study to understand the relationship between gendered communication and the respective career outcomes of the individual with a more optimistic outcome. They discovered that gendered communication is not mutually exclusive, but rather a spectrum of feminine to masculine that includes attributes of androgyny. They had several hypotheses about the multi-dimensional scale of communication, however the most impactful was the discovery that “individuals who perceive that they employ an androgynous (high masculine and high feminine) communication style achieve the greatest advancement.” Masculine attributes include behaviors that are assertive, egocentric, abstract and instrumental whereas feminine communication exhibits egalitarian, compassionate, concrete and rational qualities. Women that actively work to balance these traits according to their personalities should be rewarded by a more prosperous career. Finally, achieving unbiased success through a communication strategy is determined by the ability to be concrete, rational and efficient (Booher). Women who actively obscure the awareness of challenge, and instead pursue discourse with emphasis on facts and actions are regarded as having attained successful communication techniques. Vulnerability has a place in the workplace, however women should limit exposed sentiments to trusted mentors and advisors alone in order to protect austerity.
Mentors and champions in the workplace can be critical to success for women in the workplace. Many successful women have navigated the waters of their careers and have wisdom to share. Gender empowerment is the gift each accomplished woman owes her predecessors so that they may go forward and achieve what they deserve. Studies show that women develop smaller professional networks and have fewer formal mentors in their careers than their male peers. Many men use networking to learn about opportunities for career growth and support one another towards new business ventures. A lackluster network can disadvantage women by disguising available opportunities. If successful women bond together, they can imitate the advantages of networking meanwhile distilling experiences and sharing best practices for navigating a male dominated workplace. Many corporations have developed affinity networks designed to promote the networking of their organizations’ minority employees. These formal associations however do not have the same impact that the guidance of one dedicated advocate can make in a woman’s career. Recognizing that mentorship can alter the course of success, those in positions of power should reach out to mentor high potential female employees as frequently as entry level women should reach out to women at the top.
Negotiation is a great topic that can be approached with the assistance of a female mentor. Women have a greater aversion to negotiating salaries than men for two reasons: women often perceive themselves as less worthy for the role and they have negative repercussions after negotiations. Women are more likely to be perceived as greedy and demanding if they initiate negotiation, however it is imperative to the advancement of gender equality that they still engage in the process. Experts in negotiation, Margaret A. Neale and Thomas Z. Lys, encourage women to reframe the negotiation process to exhibit a feeling of collaboration and flexibility. Providing multiple solutions to satisfy both the employee and the goals of the organization demonstrate a willingness to find commonality and encourage a cooperative approach to the process. It is also critical that women recognize that they are worthy of the conversation at hand. In their research, Lys and Neale found that when women do negotiate they are equally successful as their male counterparts which is the basis of gender equality in the workplace. Women compose half of the world’s population and deserve the same advantages and opportunities as the men, because they are equally competent and capable resulting in a stronger and more advantaged workforce.
Women are passionate about gender equality in terms of economic participation, but lack the instruction to demand gender equality in the workplace. Focus on tactics such as creating personal flexibility, optimizing communication, recognizing negotiation opportunities, supporting successful female peers, and actively demanding equality create a feminist toolbox for women as they progress through their careers.
Scheduling flexibility in the workplace is a key complaint of many career women. Reports on gender roles demonstrate that despite an increase in economic participation, women are still the primary care givers for both children and old-adults compared to men. Providing for others requires that parents and adult children be available to take care of their loved ones at inconvenient times and at times on short-notice. In addition to the wage gap, the concept of a time gap has recently been introduced to the conversation of gender inequity. In the United States, women spend on average 4 hours per day on unpaid household activities compared to 2.5 hours per day that men spend. Totaling up the year, women spend 500 additional hours on their personal responsibilities (Gates). Flexibility is essential to women, and technology is redefining the physical boundaries of the office for many women who balance a career and a family. Correct deployment of technology can create the space for women to manage both their professional and personal commitments in a more balanced fashion than ever before. Many successful women work from home in the afternoons so they can still pick their children up from school, or schedule out of office meetings to disguise doctors’ appointments and soccer practices. Being plugged into the pulse of the office is no longer determined by the amount of time spent at a desk, but rather the ability to be connected to the work at hand. Women that achieve a balance between a physical commitment to the workplace and personal commitments will find herself more satisfied with her career.
Style and approach to communication practices in the office is another variable that impacts career success between men and women. It has been proven that women who employ masculine communication strategies often attain greater career achievement than those considered to have feminine communication styles (Leskinin). However, the same women who engage in masculine communication techniques are also far more likely to be victim of workplace harassment. This catch-22 leaves many women weighing the benefits to their careers against their own well-being. Researchers Frankie J. Weinberg, Len J. Trevino and A. O’Shea Cleveland conducted a study to understand the relationship between gendered communication and the respective career outcomes of the individual with a more optimistic outcome. They discovered that gendered communication is not mutually exclusive, but rather a spectrum of feminine to masculine that includes attributes of androgyny. They had several hypotheses about the multi-dimensional scale of communication, however the most impactful was the discovery that “individuals who perceive that they employ an androgynous (high masculine and high feminine) communication style achieve the greatest advancement.” Masculine attributes include behaviors that are assertive, egocentric, abstract and instrumental whereas feminine communication exhibits egalitarian, compassionate, concrete and rational qualities. Women that actively work to balance these traits according to their personalities should be rewarded by a more prosperous career. Finally, achieving unbiased success through a communication strategy is determined by the ability to be concrete, rational and efficient (Booher). Women who actively obscure the awareness of challenge, and instead pursue discourse with emphasis on facts and actions are regarded as having attained successful communication techniques. Vulnerability has a place in the workplace, however women should limit exposed sentiments to trusted mentors and advisors alone in order to protect austerity.
Mentors and champions in the workplace can be critical to success for women in the workplace. Many successful women have navigated the waters of their careers and have wisdom to share. Gender empowerment is the gift each accomplished woman owes her predecessors so that they may go forward and achieve what they deserve. Studies show that women develop smaller professional networks and have fewer formal mentors in their careers than their male peers. Many men use networking to learn about opportunities for career growth and support one another towards new business ventures. A lackluster network can disadvantage women by disguising available opportunities. If successful women bond together, they can imitate the advantages of networking meanwhile distilling experiences and sharing best practices for navigating a male dominated workplace. Many corporations have developed affinity networks designed to promote the networking of their organizations’ minority employees. These formal associations however do not have the same impact that the guidance of one dedicated advocate can make in a woman’s career. Recognizing that mentorship can alter the course of success, those in positions of power should reach out to mentor high potential female employees as frequently as entry level women should reach out to women at the top.
Negotiation is a great topic that can be approached with the assistance of a female mentor. Women have a greater aversion to negotiating salaries than men for two reasons: women often perceive themselves as less worthy for the role and they have negative repercussions after negotiations. Women are more likely to be perceived as greedy and demanding if they initiate negotiation, however it is imperative to the advancement of gender equality that they still engage in the process. Experts in negotiation, Margaret A. Neale and Thomas Z. Lys, encourage women to reframe the negotiation process to exhibit a feeling of collaboration and flexibility. Providing multiple solutions to satisfy both the employee and the goals of the organization demonstrate a willingness to find commonality and encourage a cooperative approach to the process. It is also critical that women recognize that they are worthy of the conversation at hand. In their research, Lys and Neale found that when women do negotiate they are equally successful as their male counterparts which is the basis of gender equality in the workplace. Women compose half of the world’s population and deserve the same advantages and opportunities as the men, because they are equally competent and capable resulting in a stronger and more advantaged workforce.
Gender equality is an economic imperative for both women and the organizations they serve, because companies with a high representation of female leadership financially outperform those without. According to a research report authored by Dr. Nancy Carter and Dr. Harvey Wagner of the Catalyst Institute, women representation in director positions directly coordinated with the financial performance of Fortune 500 companies in three categories: Return on Sales, Return on Invested Capital, and Return on Equity. It is clear that organizations with the highest participation of women in leadership perform significantly better than companies with less female involvement in decision making. Gender equality represents a competitive advantage for businesses that recognize the influence of women in the marketplace.
Author and playwright, Charles-Guillaume Étienne of France, once penned “One is never served so well as by oneself.” Today we translate the adage to: “If you want something done right, do it yourself.” It will be a long road to gender equality if left to the homogenous hands at the top of organizations. Taking control of the gender equality conversation can be the discourse of every working woman. Equipped with a toolbox of every day tactics, women can continue to write the history of the feminist movement – including a chapter about shattering the glass ceiling.
Author and playwright, Charles-Guillaume Étienne of France, once penned “One is never served so well as by oneself.” Today we translate the adage to: “If you want something done right, do it yourself.” It will be a long road to gender equality if left to the homogenous hands at the top of organizations. Taking control of the gender equality conversation can be the discourse of every working woman. Equipped with a toolbox of every day tactics, women can continue to write the history of the feminist movement – including a chapter about shattering the glass ceiling.
Works Cited
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Women's Participation in Higher Education, China, Nepal, and the Philippines. Washington, D.C.: n.p., 2014. Council of Economic Advisers. Executive Office of the President of the United States, 14 Oct. 2014. Web. 7 Mar. 2016.
Barton, Dominic. "For a Company to Achieve Gender Diversity, the CEO Can't Do It Alone." WSJ. Wall Street Journal, 30 Sept. 2015. Web. 07 Mar. 2016.
Booher, Dianna. "What MORE Can I Say? Persuasion Tactics for the Workplace | The Glasshammer." The Glasshammer. Booher Research, 15 July 2015. Web. 07 Mar. 2016.
Carter, Nancy M., and Harvey M. Wagner. "The Bottom Line: Corporate Performance and Women's Representation on Boards (2004–2008)." Catalyst. N.p., 11 Oct. 2012. Web. 07 Mar. 2016.
Cunningham, George B., Mindy E. Bergman, and Kathi N. Miner. "Interpersonal Mistreatment of Women in the Workplace." Sex Roles 71.1 (2014): 1-6. Web.
Egan, Matt. "Why Only 14% of Top Execs Are Women." CNNMoney. Cable News Network, 24 Mar. 2015. Web. 07 Mar. 2016.
Gates, Melinda. "There's One Kind of Gender Gap No One Is Talking About – Here's Why You Should Care." Mic. Pass the Mic Series, 23 Feb. 2016. Web. 07 Mar. 2016.
Head, Tom. "Third-Wave Feminism." About.com News & Issues. N.p., 15 Dec. 2014. Web. 07 Mar. 2016.
"John F. Kennedy: Executive Order 10980 - Establishing the President's Commission on the Status of Women." John F. Kennedy: Executive Order 10980 - Establishing the President's Commission on the Status of Women. The Presidency Project, n.d. Web. 07 Mar. 2016.
Leskinen, Emily A., Verónica Caridad Rabelo, and Lilia M. Cortina. "Gender Stereotyping and Harassment: A “catch-22” for Women in the Workplace." Psychology, Public Policy, and Law 21.2 (2015): 192-204. ProQuest. Web. 16 Feb. 2016.
Merriam-Webster. Merriam-Webster, n.d. Web. 07 Mar. 2016.
Neale, Margaret A., and Thomas Z. Lys. "More Reasons Women Need to Negotiate Their Salaries." Harvard Business Review. Harvard Business Review, 29 June 2015. Web. 07 Mar. 2016.
"One Is Never Served so Well as by Oneself." One Is Never Served so Well as by Oneself. N.p., n.d. Web. 07 Mar. 2016.
Reskin, Barbara. “Sex Segregation in the Workplace”. Annual Review of Sociology 19 (1993): 241–270. Web...
Schwab, Klaus, Espen B. Eide, Zaada Sahidi, Yasmina Bekhouche, Paulina P. Ugarte, Jessica Camus, Pearl M. Samandari, Ricardo Hausman, and Laura D. Tyson. The Global Gender Gap Report: 2013. Geneva: World Economic Forum, 2013. World Economic Forum. World Economic Forum, 2014. Web. 7 Mar. 2016.
Tassier, Troy. “Referral Hiring and Gender Segregation in the Workplace”. Eastern Economic Journal 34.4 (2008): 429–440. Web...
Weinberg, Frankie J., Len J. Trevino, and A. O'Shea Cleveland. "Gendered Communication and Career Outcomes: A Construct Validation and Prediction of Hierarchical Advancement and Non-Hierarchical Rewards." SAGE (2015): 1-47. SAGE Journals. Web. 22 Feb. 2016.
Women's Participation in Higher Education, China, Nepal, and the Philippines. Washington, D.C.: n.p., 2014. Council of Economic Advisers. Executive Office of the President of the United States, 14 Oct. 2014. Web. 7 Mar. 2016.