A cultural feminist approach towards managing diversity in TMTs

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 extraorganisational 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.