The perception of women’s statutory place within organizations has been influenced by gender bias, which has led to discrimination. Lowering barriers related to gender inequality and introducing constructive changes takes a surprisingly long time. This procrastination can, to some extent, be attributed to the fear of potential economic costs, which is a misconception. A deeper understanding of the interplay between socio-economic factors and gender inequality within organizations can result in designing better, less biased, more merit-based structures and provide women with better career opportunities. Countries and organizations promoting gender equality practices prove that women’s inclusion in the labor market can be ‘cost-effective’ and beneficial in socio-economic terms.
This article analyzes selected determinants of female under representation in organizations, and in leadership positions in particular. The author points out to the rich body of research and to the multiple implications of gender inequality. Among the change resistant, deeply rooted factors, those originating in culture have a significant impact on women’s inclusion in organizations. This paper focuses on macro problems, and explains why some determinants are more persistent than others, and still influence gender equality at all levels of organizational structures. The determinants are systematized, analyzed using statistical data, and rooted in a wide body of research. The article also presents potential future developments and available tools that can be employed to speed up changes leading to gender equality in organizational structures, particularly in leadership positions.
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