“…However, some women refused to give up on their desire for social change and sought extra‐organizational avenues, such as voluntary positions which were unpaid and at risk of being unrecognized. This confirms the point made by Sheridan et al (2011b, p. 739) that women's roles in agricultural industries tend to be service rather than strategy or action oriented resulting in them being overlooked and their contributions undervalued. Even within volunteer organizations there could be resistance from males towards women seeking to take up leadership roles: They are used to me being in a role that I've always been in.…”
Section: Leading Change In Agricultural Industriessupporting
confidence: 87%
“…Sheridan et al (2011a) argue that for women to gain access to elite circles of power in agriculture and related industries they are generally required to conform to the dominant cultural norms of masculinist hegemony that privilege and value the male experience whilst women's experience remains inconsequential (Sheridan et al, 2011b, p. 737). As a result, women are more inclined to feel excluded within agricultural industry groups and when appointed to leadership roles are working ‘against the odds’ (Sheridan et al, 2011b, p. 737). This partially explains women opting to become independent consultants or taking up volunteer roles as a back‐door approach to changing gendered organizations.…”
Section: Resultsmentioning
confidence: 99%
“…Inequality regimes can therefore be helpful in understanding how multiple forms of inequality can intersect to produce what is arguably a multiplier effect, or what Nkomo and Rodriguez (2019) describe as the mutually constitutive nature of these categories. However, prior research suggests there may also be constraints impacting on women's opportunities to lead in agriculture, forestry and fishing that are particular to these industries (Sheridan et al, 2011b).…”
Section: Gendered Distribution Of Leadership Roles Within Workplacementioning
confidence: 99%
“…In Acker's framing, the gender pay gap is naturalized because men were ‘the farmers’ and epitomized Australian rurality. A continuing association between hegemonic masculinity and agricultural production (and its management) remains in play within western democratic nations in particular (Connell & Wood, 2005; Sheridan, McKenzie, & Still, 2011b).…”
Section: The Gendered Division Of Labour In Agricultural Organizationmentioning
This article considers the potential for leadership development programmes (LDPs) that focus on individual leaders as change agents to facilitate change in rural and regional industries and organizations over time. The large-scale study found that graduates returned to their workplaces following programme completion with a heightened sense of purpose and commitment to change. However, many female graduates in particular also found they were unable to lead change in the ways anticipated. The article draws on feminist organizational theory that sees organizations and industries as both gendered and gendering in terms of the production of particular leadership identities. The research confirms that gender change will not happen without executive leadership that removes structural and cultural impediments whilst proactively promoting inclusivity, but that even when all of those factors are present, change will not necessarily occur in gendered industries and organizations. The article concludes by identifying some factors that might potentially enable LDPs to better contribute to gender change in the future.
“…However, some women refused to give up on their desire for social change and sought extra‐organizational avenues, such as voluntary positions which were unpaid and at risk of being unrecognized. This confirms the point made by Sheridan et al (2011b, p. 739) that women's roles in agricultural industries tend to be service rather than strategy or action oriented resulting in them being overlooked and their contributions undervalued. Even within volunteer organizations there could be resistance from males towards women seeking to take up leadership roles: They are used to me being in a role that I've always been in.…”
Section: Leading Change In Agricultural Industriessupporting
confidence: 87%
“…Sheridan et al (2011a) argue that for women to gain access to elite circles of power in agriculture and related industries they are generally required to conform to the dominant cultural norms of masculinist hegemony that privilege and value the male experience whilst women's experience remains inconsequential (Sheridan et al, 2011b, p. 737). As a result, women are more inclined to feel excluded within agricultural industry groups and when appointed to leadership roles are working ‘against the odds’ (Sheridan et al, 2011b, p. 737). This partially explains women opting to become independent consultants or taking up volunteer roles as a back‐door approach to changing gendered organizations.…”
Section: Resultsmentioning
confidence: 99%
“…Inequality regimes can therefore be helpful in understanding how multiple forms of inequality can intersect to produce what is arguably a multiplier effect, or what Nkomo and Rodriguez (2019) describe as the mutually constitutive nature of these categories. However, prior research suggests there may also be constraints impacting on women's opportunities to lead in agriculture, forestry and fishing that are particular to these industries (Sheridan et al, 2011b).…”
Section: Gendered Distribution Of Leadership Roles Within Workplacementioning
confidence: 99%
“…In Acker's framing, the gender pay gap is naturalized because men were ‘the farmers’ and epitomized Australian rurality. A continuing association between hegemonic masculinity and agricultural production (and its management) remains in play within western democratic nations in particular (Connell & Wood, 2005; Sheridan, McKenzie, & Still, 2011b).…”
Section: The Gendered Division Of Labour In Agricultural Organizationmentioning
This article considers the potential for leadership development programmes (LDPs) that focus on individual leaders as change agents to facilitate change in rural and regional industries and organizations over time. The large-scale study found that graduates returned to their workplaces following programme completion with a heightened sense of purpose and commitment to change. However, many female graduates in particular also found they were unable to lead change in the ways anticipated. The article draws on feminist organizational theory that sees organizations and industries as both gendered and gendering in terms of the production of particular leadership identities. The research confirms that gender change will not happen without executive leadership that removes structural and cultural impediments whilst proactively promoting inclusivity, but that even when all of those factors are present, change will not necessarily occur in gendered industries and organizations. The article concludes by identifying some factors that might potentially enable LDPs to better contribute to gender change in the future.
“…The arguments for gender diversity on corporate boards are manifold. Gender diverse boards provide access to a broader knowledge base (Sheridan et al, 2011 ; Laguir and Den Besten, 2016 ), which in turn expands the set of experiences and points of view available in an all-male board (Daily and Dalton, 2003 ). As a work group, adding female directors to the boards' composition improves the working environment (Bilimoria and Huse, 1997 ), reduces directors' absenteeism (Adams and Ferreira, 2009 ) and produces better board deliberations (Eagly and Johnson, 1990 ; Kravitz, 2003 ).…”
Section: Gender Diversity Discrimination and Managementmentioning
Women have traditionally been underrepresented on boards of companies, but after some social and legal pressure their presence has been increased during recent years. This paper examines the relation of the presence of female directors both at board meetings and at audit and remuneration committees, with CEO pay and the shareholders' consultative vote on managerial remuneration plans (“say on pay”). Using a large sample of Spanish firms listed between 2011 and 2015, our study reveals that firms with female representation on their remuneration committee, display lower levels of CEO pay and CEO pay growth. We also obtain evidence that this effect is attributable to the proprietary female directors. Additionally, from the “say on pay” perspective, female membership of the remuneration committee is associated with a lower number of votes in terms of director remuneration reports and related policies. Overall, our results indicate that female directors on the remuneration committee contribute to a moderation of executive remuneration growth and are consequently perceived by shareholders as valuable resources in the design of executive remuneration plans. This confirms the influence of the minority group, females, in the sustainable progress of these companies. Our results support the presence of female directors not only as a social measure or tokenism, but also as a contribution to good governance practice.
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