In this paper, we explore gender inequalities by examining how networks specifically shape forms of inclusion and exclusion within the context of the UK energy sector. Traditionally dominated by males, this sector has seen a growing interest from women as a potential career choice, primarily attributed to diversity and inclusion initiatives implemented by energy employers. Drawing upon qualitative data, our research reveals a significant gap between aspirational vision of a diverse and inclusive culture and the lived experiences within workplaces. Although staff diversity networks contribute positively to raising awareness, fostering connections, and advocating for specific groups, their influence on broader systemic issues remains constrained. In contrast, exclusive networks, particularly the old boys' club, function as a form of gendered power, reinforcing male dominance and restricting women's access to jobs and promotion opportunities. These networks also foster resistance to transformative organizational changes in diversity and inclusion. By examining the relatively under-researched energy sector, this study offers a distinctive perspective on how power dynamics manifest and how networks play a pivotal role in shaping gender in/equalities within organizations.
{"title":"Shifting Currents of Power: Navigating Gender Inequalities, Internal Networks, and Diversity and Inclusion Policy Effectiveness in an Energy Sector Workplace","authors":"Xiaoni Ren, Angharad Clarke","doi":"10.1111/gwao.70007","DOIUrl":"https://doi.org/10.1111/gwao.70007","url":null,"abstract":"<p>In this paper, we explore gender inequalities by examining how networks specifically shape forms of inclusion and exclusion within the context of the UK energy sector. Traditionally dominated by males, this sector has seen a growing interest from women as a potential career choice, primarily attributed to diversity and inclusion initiatives implemented by energy employers. Drawing upon qualitative data, our research reveals a significant gap between aspirational vision of a diverse and inclusive culture and the lived experiences within workplaces. Although staff diversity networks contribute positively to raising awareness, fostering connections, and advocating for specific groups, their influence on broader systemic issues remains constrained. In contrast, exclusive networks, particularly the old boys' club, function as a form of gendered power, reinforcing male dominance and restricting women's access to jobs and promotion opportunities. These networks also foster resistance to transformative organizational changes in diversity and inclusion. By examining the relatively under-researched energy sector, this study offers a distinctive perspective on how power dynamics manifest and how networks play a pivotal role in shaping gender in/equalities within organizations.</p>","PeriodicalId":48128,"journal":{"name":"Gender Work and Organization","volume":"32 6","pages":"2252-2272"},"PeriodicalIF":3.0,"publicationDate":"2025-06-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/gwao.70007","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145273048","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"社会学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Research suggests that the concept of a “successful leadership” is deeply entrenched in masculine stereotypes. Female leaders are caught in a dichotomy wrestling with characteristics which are considered “masculine” (e.g., confidence, authority, legitimacy, etc.) while characteristics which are considered more “feminine” are perceived to lack the necessary gravitas expected of senior leaders and thus females who embody these might not be considered as strong or as effective in their leadership. Although much research in this area has focused on female leaders struggling to reconcile this dichotomy, in contrast, this paper describes research showing the powerful, agentic way in which female leaders enact gendered leadership. The findings detail emerge from a study which sought to explore the lived leadership experience of 66 females. Drawing on Butlerian theory, the paper explores the idea of performativity in the context of female leadership. Underpinning Butlerian theory is the idea that certain gendered behaviors are not in fact “natural,” and that the learned performance of gendered behavior (i.e., what is commonly associated with femininity and masculinity) is an act of sorts, a performance. The findings show that many female leaders are considered agentive and strategic in adopting a mask and performing “masculine” traits as required in order to be accepted as effective leaders. The findings presented may be helpful for both established and emerging leaders, organizations keen to retain and progress their female leaders, and, more broadly, researchers, practitioners, and academics exploring the intersectionality of leadership, identity, and gender.
{"title":"Wearing a “Mask at Work:” The Performativity of Female Leadership in Contemporary Organizations","authors":"Heather Round, Jade McKay, Merle Singer","doi":"10.1111/gwao.70004","DOIUrl":"https://doi.org/10.1111/gwao.70004","url":null,"abstract":"<p>Research suggests that the concept of a “successful leadership” is deeply entrenched in masculine stereotypes. Female leaders are caught in a dichotomy wrestling with characteristics which are considered “masculine” (e.g., confidence, authority, legitimacy, etc.) while characteristics which are considered more “feminine” are perceived to lack the necessary gravitas expected of senior leaders and thus females who embody these might not be considered as strong or as effective in their leadership. Although much research in this area has focused on female leaders struggling to reconcile this dichotomy, in contrast, this paper describes research showing the powerful, agentic way in which female leaders enact gendered leadership. The findings detail emerge from a study which sought to explore the lived leadership experience of 66 females. Drawing on Butlerian theory, the paper explores the idea of performativity in the context of female leadership. Underpinning Butlerian theory is the idea that certain gendered behaviors are not in fact “natural,” and that the learned performance of gendered behavior (i.e., what is commonly associated with femininity and masculinity) is an act of sorts, a performance. The findings show that many female leaders are considered agentive and strategic in adopting a mask and performing “masculine” traits as required in order to be accepted as effective leaders. The findings presented may be helpful for both established and emerging leaders, organizations keen to retain and progress their female leaders, and, more broadly, researchers, practitioners, and academics exploring the intersectionality of leadership, identity, and gender.</p>","PeriodicalId":48128,"journal":{"name":"Gender Work and Organization","volume":"32 6","pages":"2233-2251"},"PeriodicalIF":3.0,"publicationDate":"2025-06-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/gwao.70004","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145272695","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"社会学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This article proposes the care-giving worker model as the inversion of the “care-free” worker model in educational and professional work. The care-giving worker model offers a sociological understanding of how para-professional jobs may accommodate care-giving responsibilities both within and outside of work, typically at the expense of occupational status and reward. Rather than representing an alternative route for occupational upgrading—as promoted by policymakers concerned about teacher recruitment—these positions offer an escape from professional/managerial careers which are seen as antithetical to wellbeing. Based on accounts from 26 women and one man who are graduates working in paraprofessional school support positions in England, we show that most participants positioned themselves as carers first and workers second. Many had actively opted out of “care-free” roles within education and the private sector which they saw as offering no compromise between home and work. This constrained choice arose from a perceived duty to family responsibilities and/or to a feeling that support posts, such as teaching assistant, were a refuge for meaningful educational work. Such a choice meant accepting lower pay and little opportunity for advancement, usually in favor of a partner's career. Our findings suggest that reforms to address managerialism and performativity in teaching could be effective for improving teacher recruitment and teacher and pupil wellbeing.
{"title":"Carers First, Workers Second: What Graduates in Non-Graduate School Support Jobs Reveal About Gender, Occupational Choice and Work-Life Balance","authors":"Abigail Bowling, Paul Wakeling","doi":"10.1111/gwao.70005","DOIUrl":"https://doi.org/10.1111/gwao.70005","url":null,"abstract":"<p>This article proposes the <i>care-giving worker</i> model as the inversion of the “care-free” worker model in educational and professional work. The care-giving worker model offers a sociological understanding of how para-professional jobs may accommodate care-giving responsibilities both within and outside of work, typically at the expense of occupational status and reward. Rather than representing an alternative route for occupational upgrading—as promoted by policymakers concerned about teacher recruitment—these positions offer an escape from professional/managerial careers which are seen as antithetical to wellbeing. Based on accounts from 26 women and one man who are graduates working in paraprofessional school support positions in England, we show that most participants positioned themselves as carers first and workers second. Many had actively opted out of “care-free” roles within education and the private sector which they saw as offering no compromise between home and work. This constrained choice arose from a perceived duty to family responsibilities and/or to a feeling that support posts, such as teaching assistant, were a refuge for meaningful educational work. Such a choice meant accepting lower pay and little opportunity for advancement, usually in favor of a partner's career. Our findings suggest that reforms to address managerialism and performativity in teaching could be effective for improving teacher recruitment and teacher and pupil wellbeing.</p>","PeriodicalId":48128,"journal":{"name":"Gender Work and Organization","volume":"32 6","pages":"2222-2232"},"PeriodicalIF":3.0,"publicationDate":"2025-06-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/gwao.70005","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145272788","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"社会学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}