This paper argues a case for challenging the customary emphasis on masculine values in top management teams (TMTs) as a means for making better use of gender diversity. We argue that conventional diversity management practices involve a narrow hegemonic masculine approach towards increasing women’s (and men’s) participation in employment. We suggest that TMTs benefit when learning to integrate skilled and talented women and men into a single, cohesive work culture that enhances teams’ performing capacities. While seeking to avoid an essentialist discourse, the paper builds on the theory of diversity and ‘difference’ (instead of ‘sameness’) to demonstrate the relationship between feminine values, team member diversity, communication skills and representation. Multiple contextual factors are also recognised as influential better identified through a social constructionist approach to team development.ud
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机译:本文提出了一个挑战,即挑战高级管理团队(TMT)对男性价值观的传统重视,以此作为更好利用性别多样性的手段。我们认为,传统的多样性管理做法涉及狭义的男性霸权主义方法,以增加女性(和男性)的就业机会。我们建议,TMT在学习将熟练和有才能的男女融合为单一的,凝聚的工作文化以提高团队的表现能力时会受益。在试图避免本质论的话语时,本文以多样性和“差异”(而非“相同”)理论为基础,以证明女性价值观,团队成员多样性,沟通技巧和代表性之间的关系。通过社会建构主义的团队发展方法,也可以更好地识别多种背景因素,从而可以更好地确定其影响力。 ud
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