Can institutionalized workplace structures benefit senior women leaders?

Murray, Peter A. and Southey, Kim ORCID: https://orcid.org/0000-0002-6852-1529 (2020) Can institutionalized workplace structures benefit senior women leaders? Asia Pacific Journal of Management, 37 (4). pp. 1193-1216. ISSN 0217-4561

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Abstract

Drawing on interviews conducted with a sample of 27 senior women leaders from across Australian industries, this study found that legitimate workplace structures disrupt and challenge the subliminal status effects of gender on perceived task or role performance. This related to structures such as increased opportunities for promotion into higher status roles and opportunities to participate in unstructured group-task roles. These findings were in stark contrast to traditional workplace structures where senior women leaders relied on their ability alone to reach the top. Our findings have significant implications for organizations wishing to legitimize and replicate HRM policy levers that help to formalize workplace structures of equality and counter prevailing gender stereotypes.

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Item Type:	Article (Commonwealth Reporting Category C)
Refereed:	Yes
Item Status:	Live Archive
Additional Information:	Published online: 1 June 2019. Accepted version deposited in accordance with the copyright policy of the publisher.
Faculty/School / Institute/Centre:	Historic - Faculty of Business, Education, Law and Arts - School of Management and Enterprise (1 Jul 2013 - 17 Jan 2021)
Faculty/School / Institute/Centre:	Current - Institute for Resilient Regions
Date Deposited:	27 Nov 2019 00:09
Last Modified:	19 Apr 2021 02:17
Uncontrolled Keywords:	status characteristics theory, status expectations, institutional theory, institutionalized workplace structures, gender, women in leadership, mentoring, equality, group status, diversity, inclusion
Fields of Research (2008):	15 Commerce, Management, Tourism and Services > 1503 Business and Management > 150399 Business and Management not elsewhere classified 15 Commerce, Management, Tourism and Services > 1503 Business and Management > 150312 Organisational Planning and Management 15 Commerce, Management, Tourism and Services > 1503 Business and Management > 150305 Human Resources Management
Fields of Research (2020):	35 COMMERCE, MANAGEMENT, TOURISM AND SERVICES > 3599 Other commerce, management, tourism and services > 359999 Other commerce, management, tourism and services not elsewhere classified 35 COMMERCE, MANAGEMENT, TOURISM AND SERVICES > 3507 Strategy, management and organisational behaviour > 350711 Organisational planning and management 35 COMMERCE, MANAGEMENT, TOURISM AND SERVICES > 3505 Human resources and industrial relations > 350503 Human resources management
Socio-Economic Objectives (2008):	B Economic Development > 91 Economic Framework > 9104 Management and Productivity > 910402 Management B Economic Development > 91 Economic Framework > 9104 Management and Productivity > 910499 Management and Productivity not elsewhere classified
Identification Number or DOI:	https://doi.org/10.1007/s10490-019-09654-4
URI:	http://eprints.usq.edu.au/id/eprint/37400

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