The relationship between gender differences and the 'double bind' as Essay

The relationship between gender differences and the 'double bind' as important drivers of the glass ceiling in leadership - Essay Example Where higher thresholds of women leadership are presented, gender differences in leadership are less significant; however, where the glass ceiling or barriers to leadership are significant and are placed at lower thresholds, the gender differences in leadership are very wide. This study is on gender and leadership, specifically focusing on the relationship between gender differences and the ‘double bind’ being important drivers of the glass ceiling in leadership. Body It is important to understand first the concept of the glass ceiling. This term was first used in the 1980s mostly to refer to the barriers against women and also minorities in reaching leadership or corporate manager roles (Johns, 2013). Most governments have acknowledged that despite their best efforts to legally secure equal rights and opportunities for men and women in leadership roles, women and minorities still occupy only a small percentage of management positions and roles. Artificial barriers are s till very much preventing them from gaining more ground as leaders (Johns, 2013). In the US, a Glass Ceiling Act was even established in order to impact how businesses are filling in management positions, how developmental leadership skills are being enhanced for advancement into these positions, the compensation programmes in the workplace, and the creation of annual awards for excellence. A Glass Ceiling Commission established in 1995 identified barriers against women securing management positions. These barriers included societal, political, and internal business practices and structures (Johns, 2013). Societal barriers included prejudice, cultural, and ethnicity-based differences. Governmental barriers include the lack of sustained monitoring for compliance, weak enforcement of provisions, as well as poor recruitment and outreach issues (Johns, 2013). Companies often prefer to promote the current employees they have, not wanting to add women, even those who are highly qualified into their pool of managers. Even when installed in managerial positions, these women are still subjected to barriers relating to the styles of gender communication, socialization practices, as well as behaviour (Rajah et al., 2011). Moreover, career course barriers also serve as barriers on women seeking managerial positions. These barriers include limited guidance and mentoring opportunities, dead-end positions, different assessment practices for men and women, and difficulties in accessing informal levels of communication (Zimmerman et al., 2008). The barriers discussed above are still persistent today. The social support system for instance prevents women from gaining leadership positions, especially in relation to their work-family conditions as governments are not providing institutional support for working mothers (Johns, 2013). Women therefore are significantly challenged in balancing the demands between work and home (US Congress Joint Economic Committee, n.d.). A report fr om the US Congress Joint Economic Committee (n.d.) also indicated that the US does not grant incentive for parents, especially women seeking parental leaves as much as other members of the Organisation for Economic Cooperation and Development (OECD). The US only grants as much as 12 weeks, while other countries grant up to 18 weeks of parental leave (Johns, 2013). Limited flexibility in work conditions is a major factor holding women back in their work advancement. American women ordinarily take on a primary role in