Social Perceptions, Gender Roles, and Female Leadership: A Theoretical Grounding for Understanding the Underrepresentation of Women in Top-Level Management

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Author(s): Gaeun Seo (University of Illinois – Urbana-Champaign, USA)and Wen-Hao David Huang (University of Illinois – Urbana-Champaign, USA)
Copyright: 2017
Pages: 12
Source title: Encyclopedia of Strategic Leadership and Management
Source Author(s)/Editor(s): Viktor Wang (Florida Atlantic University, USA)
DOI: 10.4018/978-1-5225-1049-9.ch043

Keywords: Business & Management / Business Science Reference / Management Science

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Abstract

Recent research continues to recognize the need for scholarly attention to top-level management as it relates to gender diversity in the workplace. As suggested, a high degree of diversity in top management could positively influence business growth and enable companies to address an aging workforce, attracting and/or retaining the most qualified talents for leadership positions. However, vertical gender segregation in organizations' top management levels remains common practice. Thus, to inform best practices for developing and sustaining a diverse leadership talent pool, this disparity needs to be addressed by identifying the underlying theories of this issue, which can facilitate a timely understanding of the structural oppression faced by women in their ascensions to senior management positions. This chapter presents a synthesis of American literature with the aim of identifying theoretical relationships related to social perceptions of gender roles regarding women's relatively delayed advancement to corporate senior management positions.

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Social Perceptions, Gender Roles, and Female Leadership: A Theoretical Grounding for Understanding the Underrepresentation of Women in Top-Level Management

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