- List of Figures
- List of Tables
- List of Contributors
- Theorizing Gender-and-Organization: Changing Times…Changing Theories?
- Disturbing Thoughts and Gendered Practices: A Discursive Review of Feminist Organizational Analysis
- Organizations as Symbolic Gendered Orders
- Was will der Mann?
- Feminism, Post-Feminism, and Emerging Femininities in Entrepreneurship
- ‘Meaning That Matters’: An Organizational Communication Perspective on Gender, Discourse, and Materiality
- Female Advantage: Revisited
- The Rocky Climb: Women’s Advancement in Management
- Leadership: A Matter of Gender?
- Negative Intra-Gender Relations between Women: Friendship, Competition, and Female Misogyny
- Sex, Gender, and Leadership: What Do Four Decades of Research Tell Us?
- Gendered Constructions of Merit and Impression Management within Professional Service Firms
- Gender and Careers: Obstacles and Opportunities
- The Glass Cliff: Examining Why Women Occupy Leadership Positions in Precarious Circumstances
- Power and Resistance in Gender Equality Strategies: Comparing Quotas and Small Wins
- Sexual Harassment in the Workplace
- Organizational Culture, Work Investments, and the Careers of Men: Disadvantages to Women?
- Challenging Gender Boundaries: Pressures and Constraints on Women in Non-Traditional Occupations
- Contextualizing Men, Masculinities, Leadership, and Management: Gender/Intersectionalities, Local/Transnational, Embodied/Virtual, Theory/Practice
- Masculinities in Management: Hidden, Invisible, and Persistent
- Masculinity and Sexuality at Work: Incorporating Gay and Bisexual Men’s Perspectives
- Doing Gender Differently: Men in Caring Occupations
- Masculinity in the Financial Sector
- Masculinities in Multinationals
Abstract and Keywords
Despite the increasing presence of women in management, most organizations continue to be heavily masculinist in culture. This chapter critically explores the reasons why masculinities persist in management, highlighting the ways they remain hidden and invisible even while heavily influencing the wider organizational culture. Drawing on feminist poststructuralist theories of gender identity and particularly the masculine subject, the chapter examines managerial practices such as performativity and how such practices serve to sustain both a masculinist organizational paradigm and many managers’ sense of self. The chapter concludes by recognizing that, while women managers do, for the most part, occupy a different discursive place to most men managers, their experiences of becoming a leader/manager invariably require them to convincingly replicate masculine discourses as gendered subjects.
Stephen M. Whitehead is Visiting Professor of Gender Studies at Shih Hsin University, Taipei, and Asia Programme Coordinator for Keele University, UK. He has undertaken worldwide research into gender, men, and masculinities. His tenth book Gender Identity (co-authored) was published by Oxford University Press in 2013.
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