Figure 1c: Gender and the four dimensions
Secondary research provides further evidence on how a masculine organisational culture influences progression to leadership levels and positions of power; and masculine organisational culture has been a likely explanation for the persistence of the glass ceiling phenomenon. The critical conclusion from one research on ‘The Role of Organisational Culture Preferences’ (12) is that organisations are based on norms and beliefs that are more frequently adhered to by men than by women. Thus, masculine cultures, or masculine substructures, consist of hidden assumptions and tacit norms and organisational practices that promote forms of communication, views of self, approaches to conflict, images of leadership, organisational values, definitions of success and of good management, which are stereotypically masculine. This only further warrants the EIC’s mission to accelerate efforts on DEI initiatives, to create a more inclusive and better represented industry. In summary (Ownership): DEI is everyone’s job and not just for the leadership team or the employer to manage. Often change is addressed by distribution or greater numbers of representation from different social groups in the organisation or industry. However, the findings around gender and ethnicity in this dimension serve as a reminder that a greater degree of inclusivity will be a catalyst for true transformation. This will need to address the dominant white male culture footprint that exists and look to include more female and ethnically diverse voices at the leadership level for industry level change to be effective.
Emerging priorities for action: Ownership
To achieve the EIC ’ s DEI goals, the industry must actively promote ethnic
diversity, gender inclusivity and equity in leadership and influential
positions, with a vital element being the creation of effective supporting
networks, forums and resources for non-male gender individuals to Lean-
in (13).
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2022 EIC Equity Benchmarking Study
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