Gender mix and organisational fit: how gender imbalance at different levels of the organisation impacts on women managers

Abstract

This paper explores the impact of the numerical distribution of women at different levels of the organisation on the experiences of women managers. It aims to build on work in this area which argues that gender imbalance creates an organisational culture that is hostile or resistant to women. Findings of a research project on women managers, on the significance of gender mix for barriers experienced and on women’s sense of “organisational fit” are discussed. Gender mix was found to be an important factor determining career progress. The hierarchical level at which gender imbalances occur is also considered. When gender imbalance at the top (with men in the majority) is combined with greater sex integration further down the hierarchy, women experience greater “fit” within the organisation than when that gender imbalance permeates all management levels. At the same time, an integrated top management team in terms of gender mix is possibly the single most important factor in creating a culture in which women feel comfortable and valued

Citation

Simpson, R. (2000), "Gender mix and organisational fit: how gender imbalance at different levels of the organisation impacts on women managers", Women in Management Review, Vol. 15 No. 1, pp. 5-18. https://doi.org/10.1108/09649420010310173