Jennifer Newman: Why women are still often held back in the workplace
Newman said research shows that many of the myths that persist about women in the workplace simply aren't true
Women continue to be absent from top positions in all industries — in both the public and private sector and at educational and research institutions — says workplace psychologist Jennifer Newman.
Newman sat down with The Early Edition host Rick Cluff to examine why the problem persists.
Rick Cluff: It's 2016 and we're still no further ahead in solving this. What is contributing to this issue not being resolved?
Jennifer Newman: The problem is continuing despite political and economic efforts to fix the situation. It's pervasive and worldwide, and it seems to be based on myths continuing to circulate about women's and men's roles, values, attitudes and capabilities. Also, these myths drive decisions and behaviour that keep women out of top and mid-level management positions.
What myths, in particular, seem to contribute to the problem?
One goes something like this: 'Women aren't skilled enough. They don't have the work experience, knowledge, qualifications or abilities to do the top jobs, if they get more skills, then they'll be ready to move up.' But research shows this isn't true, and the exact opposite is often the case.
Women outperform men on job performance ratings by supervisors. They score higher when they are rated on how well they do a task and the quality of the end product. Despite women being well-qualified, they remain underrepresented in leader positions.
What other myths are getting in the way?
Another one is, 'Women aren't very good leaders. When they get better at it, then they'll be hired.' Yet, the research indicates women exceed men in demonstrating leadership skills like ability to influence and motivate others. They score high when it comes to coaching and mentoring subordinates. Women do well when analysing situations critically compared to men, and actively monitoring situations for quality and potential problems before they arise.
Men tend to score higher on dysfunctional leader behaviours like waiting for issues to arise before doing anything to fix things or taking a completely hands-off approach, letting workers fend for themselves. So, the myth that women lack skills and leader ability isn't true.
What about the idea women are less ambitious because they have a desire to care for their children and family?
The research indicates it's not about an innate difference between men and women regarding the importance of family. It's about identity. Men want to care for their children as much as women. A man's identity is wrapped up in his family as much as woman's is. And, there's no difference between men and women when it comes to how central work is to them.
Both genders see caring for their families and satisfying work, as important to their identities. The researchers noted having a work-life balance orientation was positively related to career advancement for men, but not for women. So, wanting to balance your work and family life can actually advance your career, if you are male.
What's another myth preventing women from moving up?
The idea that women and men have completely different value systems. "Women aren't motivated to exert power and influence. But men are,' or,· 'Women don't feel like leading. But, men like it.' 'Women favour relationships over having freedom and autonomy. Men don't care about relationships.' and another: 'So, if women were interested in power, liked leading more and focussed more on freedom than their relationships, they'd move up.'
These ideas about what men and women value creates a self-fulfilling prophecy. If either gender believes these stereotypes it has ramifications for women's career advancement. Men who believe this stuff are less likely to encourage women to lead. And, they're less likely to support women's exercise of influence and power. And, if women believe this about themselves, they are less likely to do things that make them feel like leading.
What role does the organizational environment play in holding women back?
It's big. Mostly women get signals their work isn't valued or appreciated compared to male colleagues. The gender pay gap continues worldwide. More women than men tend to be working in temporary contract positions. There's not a lot of support or encouragement for women to advance in this kind of climate.
So, it's important we stop withholding support, encouragement, money, benefits, solid jobs, leadership roles, autonomy at work and career advancement from women especially since doing so, is based on the exaggeration of non-existent male-female differences.
We're actually more similar than we are different. We want the same things. Men and women want work-life balance, both genders like freedom, control and autonomy at work. We all like having a say, both sexes can derive satisfaction from leading and exercising power effectively.
And, both sexes can have their identities wrapped up in being great parents and doing a good job outside the home.
This interview was condensed and edited.
To hear the full interview listen to the audio labelled: Workplace psychologist Jennifer Newman explains why women are still so often held back in the workplace