Gendered Leadership in Multinational Corporations: Gendered Social-Organizations: An Analysis of a Gendered Foundation in Organizations

Abstract

It is no longer rhetorical when much of the social and economic inequality in the United States and other industrial countries is created in organizations. Feminists have looked at the gendering of organizations and organizational practices to comprehend how inequalities between women and men continue in the face of numerous attempts to erase such inequalities. Scholars working on race inequality have examined the production in work organizations of racial disparities that contribute to society-wide racial discrimination and disadvantage. When a field is numerically dominated by one gender and that same gender has more power, for example, relative to journal editorships, controlling funds, or occupying elite chairs, the other gender may be excluded or subordinated and marginalized, even if unintentionally. As such, the notion of sexuality in all its diverse forms and meanings is implicated in gendered organizational processes, practices and cultures. Inequality regimes can always be challenged and changed. However, change is difficult, and change efforts often fail. The first reason is that owners and managerial class interests and the power those interests can mobilize usually out weigh the class, gender, race, and sexuality interests of those who suffer inequality. The second reason is that, human nature is often conditioned to the status quo, because we are creatures-of-habits. The third reason is that we are fearful creatures and we fear the result, the unknown. Organizations fear that once “Pandora’s Box” has been opened, destruction permeates.