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Article
Publication date: 19 May 2021

Rebeca da Rocha Grangeiro, Lucas Emmanuel Nascimento Silva and Catherine Esnard

This paper aims to identify and systematically summarize the relevant research on metaphors that are used to explain gender inequalities in the organizational context.

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Abstract

Purpose

This paper aims to identify and systematically summarize the relevant research on metaphors that are used to explain gender inequalities in the organizational context.

Design/methodology/approach

The researchers conducted a systematic literature review using bibliometric techniques and content analysis.

Findings

The systematic literature review identified a total of 1,269 papers in 688 journals written by 2,441 authors. The first paper was published in 1971 and the publication growth can be observed in the five decades analyzed. The Gender in Management: An International Journal, was the journal that published more papers about this thematic. Michelle Ryan was the most influential researcher regarding the number of papers and citations she had. The content analysis performed with the 27 most influential papers showed 4 research streams (metaphors; gender and leadership; challenges, stereotypes and toxic environment; and gender in the academy). Concerning the metaphors explored in those papers, the glass ceiling is the most prominent. Furthermore, 26 kinds of barriers were identified regarding the challenges that women face to reach positions of power.

Practical implications

The scrutiny of the metaphors and barriers enable access to what is being a hindrance to female progression in the organizational structure. So, this study may instrumentalize organizations and women to improve gender diversity practices in the workplace.

Originality/value

The value of the paper lays in the extensive literature review, using a bibliometric approach and content analysis.

Details

International Journal of Organizational Analysis, vol. 30 no. 6
Type: Research Article
ISSN: 1934-8835

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Article
Publication date: 15 August 2022

Rebeca da Rocha Grangeiro, Manoel Bastos Gomes Neto and Catherine Esnard

The purpose of this paper is to assess the adherence to the traits of the queen bee phenomenon (QBP) for women who hold leadership positions in Brazilian higher education…

758

Abstract

Purpose

The purpose of this paper is to assess the adherence to the traits of the queen bee phenomenon (QBP) for women who hold leadership positions in Brazilian higher education institutions (HEIs) and to compare their responses with those of women without leadership positions and of men on the same dimensions.

Design/methodology/approach

A total of 703 academics from 88 HEIs participated in this study. The data were analyzed using a statistical package to calculate descriptive and inferential statistics. For these, 2 × 2 analysis of variance tests were performed to compare leader women vs nonleader women and leader women vs leader men.

Findings

The results indicate that leader women do not fit to all dimensions of the QBP. They report high averages to commitment, agency traits and personal sacrifices to career (Male self-description) and to meritocratic discourse. However, leader women assess their junior counterparts with higher averages to commitment and agency traits than women without leadership positions and leader men assess their junior counterparts. Women in leadership positions report superior identification with same gender colleagues and declare to be more supportive with affirmative policies for women's professional development than nonleader women and leader men.

Practical implications

This study reinforces that same gender conflict in the work environment is not a female characteristic and also promotes reflections on the influence of organizational culture, men hostility toward quotas and gender stereotypes for female progression in the academic context.

Originality/value

This study provides an empirical analysis of the QBP to academic women in Brazilian HEIs and compares its dimensions to nonleader women and leader men. The analysis of a sexist culture enabled original results, as nondistancing of the self-group, even if leader women presented some QB traits.

Details

Management Research Review, vol. 46 no. 5
Type: Research Article
ISSN: 2040-8269

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