While it is well documented that women earn less than men, a series of three studies examined whether agreeableness had an impact on this wage inequality — that is, whether men and women being agreeable or disagreeable changed the equation. Agreeableness incorporates attributes such as being trusting, altruistic, compliant, modest and tender-minded. Disagreeableness refers to […]
Read More… from Why Are Disagreeable Men Being Rewarded for Being Disagreeable?
Women face an uphill battle in achieving high leadership positions because of the prejudice of many men — and women — against women leaders. Too many men and women buy into the gender stereotypes of women as emotional, caring and gentle, who don’t have the active, competitive, independent and self-confident traits of men needed in […]
Read More… from Gender Bias Against Women Leaders Is Higher Than We Think
In the business literature, diversity is often painted as a magic elixir that brings different perceptions and knowledge to a team or an organization, which then effortlessly leads to greater innovation and better results. The truth is more complicated. A new study, based on a survey of 326 individuals working on a total of more […]
Read More… from Without Team Identification, Diversity Fails
New research into the personal history and decisions of division managers, CEOs and directors of nearly 360 S&P 1500 industrial conglomerates reveals the extent of the gender bias that exists in large corporations, and highlights some of the surprising origins of the bias. Specifically, the in-depth study led to the following findings: 1. CEOs are […]
Read More… from CEOs-Gender-biased Formative Years Has a Negative Economic Impact
Women are still a minority in many male-dominated professions, such as engineering and technology, as well as being a minority in leadership positions in most industries. Past studies have shown that women in these industries have a difficult time exerting the same influence in their organizations. One reason often cited is that women don’t appear […]
Read More… from Why Self-Confident Women Have Less Influence than Self-Confident Men
With social inequality in the U.S. only getting worse and with intergenerational mobility lower than in many other advanced economies, it is clear that individuals in the higher socioeconomic levels of American society have a distinct advantage over lower class individuals in economic trajectories — that is, they are given the most lucrative jobs and […]
Read More… from High Social Class Helps Men Get Jobs, But Not Women
Past research has consistently demonstrated the advantages of having women as CEOs, including more innovation and the fostering of a more collaborative work environment. Despite these advantages, markets tend to react unfavourably to any announcement of a new woman CEO. One could assume that investors are simply biased against women CEOs, believing that only the […]
Read More… from New Female CEOs: Quiet Media Coverage Avoids Negative Market Reaction
Across the industrialized world, female workers earn less than men. In previous research and books on the subject, two widely accepted claims emerge that, it is believed, help explain the discrepancy: Claim 1) Women are less likely to ask for raises than men. Claim 2) The reason they don’t ask as much as men is […]
Read More… from Women Do Ask For Raises – But Don’t Get Them
In today’s workplace, driven by demographic changes and the evolution in our social attitudes, diversity competencies in managers and leaders are required. Such competencies are based on the following abilities: attitudinal (for example, adapting to other cultural norms, withholding judgment) skills (practicing appropriate etiquette, seeking local expertise). managerial (using culturally appropriate motivational tools) knowledge (following […]
Read More… from Diversity and Inclusion: Key Success Factors for Today’s Companies
In December of 2005, Norway passed a quota law requiring that women make up a minimum of 40% of corporate boards. Corporations had 2 years to comply with the law. As a result of the law, the fraction of women directors went from 5% in 2001 to 40% in 2008. Opponents of the quota argued […]
Read More… from Quotas to Gender-Balance the Board: Norway’s Drastic Action Worked
