Second-generation gender bias: An exploratory study of the women’s leadership gap in a UK construction organisation

Abstract

Purpose

The eradication of gender discrimination at work has been a prominent feature of the UK political and business agenda for decades; however, the persistent business gender leadership gap remains. The concept of second-generation gender bias has recently been proposed as the primary cause. This paper aims to evaluate how women experience second-generation gender bias in construction organisations. It examines key manifestations of second-generation gender bias and how it impacts women’s career progression into leadership positions in the UK construction industry.

Design/methodology/approach

This paper adopts a broad feminist interpretative lens aligned with the general aims of feminist critical inquiry through semi-structured interviews with 12 women experiencing career journeys of at least five years in the construction industry.

Findings

This paper reveals that second-generation gender bias hinders the career development and leadership identity of some women and the persistent business gender leadership gap is unlikely to change without addressing it.

Originality/value

There is little or no research that speaks exclusively to the experience of second-generation gender bias and female managers working within the UK construction. This paper provides further insight into the barriers women face when attempting to progress into senior management roles, particularly in construction.

Citation

Opoku, A. and Williams, N. (2019), "Second-generation gender bias: An exploratory study of the women’s leadership gap in a UK construction organisation", International Journal of Ethics and Systems, Vol. 35 No. 1, pp. 2-23. https://doi.org/10.1108/IJOES-05-2018-0079