The gendering of leadership in corporate social responsibility

Abstract

Purpose

This paper seeks to review the potential gendering of leadership in the emerging field of corporate social responsibility (CSR). It explores whose voices are becoming dominant, how leaders speak, and what forms men's and women's leadership take.

Design/methodology/approach

The paper is a self‐reflective inquiry, analysing observational and secondary data to explore leadership and its gender patterning. It reflects on its approach and the voice in which it is written.

Findings

Women and men are often differently placed to work within the emerging dominant logics of CSR. The gender patternings considered are skewed rather than clear‐cut. In relation to organization‐based discourses and practices, leadership is dominated by white men. Some men are tempered radicals, inside‐outsiders acting for change. Some women leaders question the foundations of business and global power relations, and point to fundamental gender inequalities. Whilst they are recognised figures, they are operating at the margins, self‐identified as activists. Other influential women provide training in the alternative practices of leadership they advocate. Systemic theories of gendering are employed to review these findings.

Originality/value

Explores some of the dynamics through which leadership can become gendered, in the challenging realm of how ecological sustainability and global social justice are addressed.

Citation

Marshall, J. (2007), "The gendering of leadership in corporate social responsibility", Journal of Organizational Change Management, Vol. 20 No. 2, pp. 165-181. https://doi.org/10.1108/09534810710724739