Minimising the gender status effects on performance for women in leadership

This study explores how different workplace structures are institutionalised such that women in leadership are better able to address lower status assessments associated with the gender stereotype. Using a sample of 27 women leaders across industries, the study found that legitimate workplace structures such as opportunities for promotion into high status roles, increased opportunities to participate, equality and mentoring practices embedded in HRM policies, confuse and challenge the subliminal status effects of gender on perceived task or role performance. For instance, when institutionalised practices were prevalent, the study found that the link between the subliminal gender status and performance was irrelevant and inconsequential with women leaders displaying as much influence as men. When workplace structures were absent by comparison, women leaders had to work harder to overcome common stereotypes that they were less competent and less suited to senior roles. The study outcomes have major benefits for organisations wishing to legitimise HRM policies that help to formalise workplace structures and counter prevailing gender stereotypes