Oldal 43 [43]
OCR
WOMEN IN TOP LEADERSHIP POSITIONS organisation, and presents itself when the organisation is unable to ensure any advancement opportunities due to some structural reason.?” The reasons for this uneven situation and the segregation at workplaces can be found in the social codes, the centuries-old presence of the male-female hierarchy. It is known that a series of social endeavours, multiple feminist tendencies and initiatives have appeared to change these, that is to “overcome” prejudices about women. With similar or differing methods, these are united by their common goal of preventing biological gender dictating social roles. In other words, both genders should be able to partake in professions or roles they prefer or desire. The key to the required competency is in the individual and is not rooted in the roles determined by the biological gender. However, habits and traditional gender prejudices are deeply embedded in the social sphere, and they directly or indirectly determine the place of women regarding their role in society. “In the labour market, as in other areas, the psychological explanation of such gender-based differentiation focuses, therefore, on the perceived incompatibility of myths, that is, what it means to be a good leader and what it means to be a woman (defined as opposite to each other) and it is known as ‘think manager-think male””.°® The “think manager-think male” (TMTM) association is based on gender inequalities in the workplace.°° “That is, the stereotypical attributes of men overlap much more with the notions of a leader than stereotypes about women do. It is, therefore, difficult for women to gain access to these high status areas with political-economic powers and prestige, because these prejudices make women less likely to be fit for these occupations.”°° Gender-related segregation of the labour market is linked to such and similar social value judgement and therefore means a social problem, as “the principle of meritocracy (if we emphasize gender equality) or the special contribution and value of women (if we keep in mind the differences between the two genders) cannot be realized.””! §7 Koncz, K.: A munkaerőpiac nemek szerinti szegregációjának jellemzői, mechanizmusa és következményei, Közgazdasági Szemle, Vol. LVIII, January 2011, 74-94; Koncz, K.(2016a): A nôi karriertipusok és jellemzôik, Opus et Educatio 3(1), 2016, 30-39. 88 E.g. Agars, 2004; Eagly & Karau, 2002; Heilman, Block, Martell & Simon, 1989; Schein, 1973, 1975 quoted by Ryan, M. K. — Haslam, S. A. - Hersby, M. D. - Bongiorno, R.: Think crisis-think fema le. The glass cliffand contextual variation in the think manager-think male stereotype, Journal of Applied Psychology, 96(3), 2011, 470. 8° In addition, let’s just remember that care for example, which is regarded as a part of women’s nature on a biological basis by society, cannot be transformed into social status at all. But the care of a woman is needed by the dominant group — preferably without remuneration — so it has become part of the “expectations” of the female role (see Glick-Fiske 2006 quoted by Vida—Kovacs: A token helyzet, 143). °° Ibidem, 145. "1 Nagy-Primecz: Nők és férfiak a szervezetekben, 14. +4] »
