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Management Focus
Management Focus
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Why male middle managers are the key to equality in the workplace
Why male middle managers are the key to
by
Elisabeth Kelan
, Professor of Leadership and Director of the
Cranfield International Centre for Women Leaders
At the Cranfield International Centre
for Women Leaders, we understand
that in order to gather research
evidence on women, we need to take
into account men. Studying gender
parity purely as a women’s issue,
whether it is a lack of women role
models or gender specific behaviours,
is missing the point. We need to
understand how men and women
interact and those practices are often
deep rooted and unconscious.
It is the everyday experiences of
women in the workplace that is
chiselling away at their self-confidence
and their motivation. This ranges
from not being given the credit for
their contribution, to being sidelined
at meetings. Male middle managers
have a big role to play in encouraging
women to take on assignments that
can advance their careers.
As part of my study I shadowed three
male middle managers who were
singled out as being gender inclusive
leaders. It was actually a significant
challenge to find men who do gender
inclusion well and many organisations
struggled to find any gender
inclusive middle managers. The three
managers selected were based in
Austria, England and Germany and
worked in different sectors. The study
was a classic ethnographic one where
I was with them from the moment
they arrived at work until they left at
the end of the day.
Even though these managers were
good at gender inclusion, I was
surprised that even over a short
period of time, gender discrimination
began to creep in, such as, in one
instance, with a woman not being
given the floor at a meeting. What
was of interest to me was to explore
what happened next with one of the
managers noticing that a woman
has been overlooked in a meeting
situation and making sure that she
got to speak.
So what lessons can we take away
from this study? I believe we need
more male role models for gender
inclusive leadership. The managers I
observed were very good at putting
themselves in other people’s shoes.
They had the ability to empathise
with others and they were able to
reflect on their own practice.
…good leaders
are receptive to
others. They don’t
presume to know
everything.
I
n recent decades, diversity and inclusion and
specifically gender parity have become a central
feature of the business agenda with organisations
putting systems and structures in place to improve
gender equality.
My previous research shows CEOs understand the
importance of gender parity, however women’s
progress in organisations continues to be extremely
slow. Which leads us to the question - what role
should the 70 per cent of men in middle management
positions play in creating fair and equal workplaces?
Given the high numbers of men in management it is
pivotal that they understand how important they are
in making the changes that are needed to create and
sustain gender equality.
My study, Linchpin – Men Middle Managers and
Gender Inclusive Leadership, looks at how men can
become gender inclusive leaders. Very often male
middle managers are not even aware that they may be
holding women back. I often hear women say that they
experience a level of discomfort, commonly expressed
as “not fitting in”, being ignored in meetings or not being
offered responsibilities that will stretch them.
The men in my study were very
mindful and they had the ability to
consider the consequences of their
actions and reflect on what they
would do differently, which is an
important part of inclusive leadership.
I believe that men in management
positions can and must start
incorporating gender inclusive
practices into their daily work.
Many men are keen to do so, not
only because many organisations
incorporate such practices
into personal appraisals, but
also because they are insecure
when it comes to women. They
raise questions like “how can I
network with or offer advice to
women without this being seen
as inappropriate?” By using real
examples in the form of stories my
report provides guidance on how
men can be gender inclusive leaders.
It is about empowering men to think
about what they are doing and to
do things differently. I’ve learned
from my observations, good leaders
are receptive to others. They don’t
presume to know everything.
MF
equality in the workplace