Emma Bowers
High Distinction & the Gender Studies Prize
Killara High School
Nothing But Blue Sky? – An exploration into the construction of the glass ceiling through gender role socialization and its implications for the identity and experiences of Australian women

Extract from Chapter 5 ‘Onwards and Upwards: Solutions’

Amongst her insightful remarks, Juliet Bourke emphasised that there is no “silver bullet” that will break the glass ceiling. Rather, change requires coordinated commitment on a macro world level, an organisational level and perhaps most significantly, on a personal level. Change is needed, and it is clear that it won’t just manifest itself. Current statistics demonstrate a deterioration in the presence of women in leadership positions, which highlights the flaws in the theory that with time, women will naturally find themselves on par with men.

My research points to the need to reconstruct of the image of leadership and re-evaluate underlying workplace cultures that tend to inhibit women’s success. The current narrow perception of what a successful leader looks like denies the value of skills, characteristics and potential of persons who do not so happen to fit into this prescribed framework, or “cultural straight-jacket” as Dr. Hannah Piterman1 has dubbed it. There is a continued association of power and authority with the male gender, which remains detrimental to women who pursue such avenues. So, for change to occur, gender needs to be detached as a determining factor in a persons’ perception of what skills and potential another possesses. This implies the need for a cultural shift in the values and expectations that underpin the current business environment, to allow women leaders to “behave like women”2. It is necessary for Australian workplaces to embrace the connection between gender diversity and economic success. It is in the interests of the business world to advance women and unleash the potential they possess.

My PIP discussed the significance of the conflict between work and family and how it can impede women’s ability to obtain senior positions. Establishing and promoting flexible workplace arrangements to make work and family commitments more complementary, as well as removing the stigma that these arrangements carry will help facilitate change. Even raising awareness of the unique barriers and challenges women face is part of the solution and is something I feel I have personally contributed to by simply undertaking this PIP. However, it is putting it into practice – the more challenging aspect – that will drive change.

Government legislation and bodies, such as the Equal Opportunity for Women in the Workplace Agency, must assume leading roles. The process of encouraging diversity needs to be integrated into the cultural framework of organisations. Change will require strategic vision, initiative and genuine support from the guys (and it still usually is guys) at the top. The participants of my focus group agreed that the ‘tone at the top’ dictates the attitude towards gender diversity in a company, demonstrating the decisive influence of persons positions of power. The global financial crisis and the current economic environment Australia now finds itself in, has the potential to sideline the importance of diversity strategies. However it is now – amidst the tough times – when diversity, and the potential it abounds with, is most needed.

ENDNOTES:

1. H. Piterman, ‘The Leadership Challenge: Women in Management’, March 2008.
2. H. Piterman, ‘The Leadership Challenge: Women in Management’, March 2008.