Where did the pervasive ideology about the speaking styles of men, women, girls, and boys come from? And why does the stereotype of women as the overtalkative and gossipy sex persist , when research suggests this depiction of women’s talk is far from accurate?
Wendy L. Patrick / Psychology Today
The counterintuitive ways in which power dynamics impact women in charge.
Carol A. Lambert / Psychology Today
Child daycare in the U.S. is a messy hodgepodge of arrangements varying in quality, size, and scope as well as in their philosophies, goals, affiliations, and regulatory status. Yet one central unifying characteristic remains: Male caregivers are virtually nonexistent.
Margaret McCarthy / Psychology Today
Perhaps Holmes was so effective at persuading powerful men because she projected male power back at them, creating a sense of camaraderie based on mutual trust. But it is equally plausible that the aura of masculinity combined with feminine beauty created a beguiling brew that these silver back males couldn’t resist.
Studies generally reveal that 60-75% of those who bully others in the workplace are men, while 60-75% of the targets are women. Yet, women in power can also aggress or harass other women that depend on them, as media examples continue to show.
Pamela D. Garcy Ph.D. / Psychology Today
Men feel a pressure to conform to the traditional gender norms; often they’ve been programmed to do so. These can include hiding sadness, being tough, showing no fear, expressing no pain, and more. This norm is called hegemonic masculinity, and it can lead men to suffer in silence.
We found that firms with a high degree of internationalization (measured as the percentage of firm revenues from international operations) have fewer women in management. When firms are dependent on foreign operations for their survival, and when foreign countries express prejudices when interacting with women, employers may not see value in hiring and promoting women and deploying them abroad. The gender biases in certain foreign countries may explain why women are less likely to be sent overseas on international assignments. In other words, when women are not considered to be a critical resource to a firm, they are less likely to be promoted. This, in turn, limits women’s advancement into senior management, because they often require international experience as a skill set necessary for leadership roles.