While many organisations in male-dominated occupations are investing large resources in order to increase and retain women with the aim of achieving gender balance, responsibility for diversity management on a daily basis relies on line managers. To learn more about the underlying mechanism of line managers’ engagement in managing diversity and, thus, fostering inclusion in such settings, this study proposes and tests a model of male line managers’ experiences and traits on the one hand, and subordinates’ outcomes on the other. In addition, it investigates the role of lateral relationships at a male-dominated workplace. In a field study conducted from 172 pairs of line manager-subordinate dyads at a highly technical and male-dominated research institute in Norway, it was observed that male line managers’ experiences and traits did not relate to female subordinates’ perceived support nor inclusion. Further, the results show that perceived supervisor, but not co-worker, support contributes to female employees’ inclusion, while factors beyond workplace social support and inclusion predict their embeddedness in the job. Hence, the present study indicates that perceptions of line managers’ support are highly important for effective diversity management on the line in male-dominated occupations. Theoretical and practical implications, together with suggestions for future research, are discussed.
| Published in | American Journal of Management Science and Engineering (Volume 6, Issue 2) |
| DOI | 10.11648/j.ajmse.20210602.11 |
| Page(s) | 34-50 |
| Creative Commons |
This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited. |
| Copyright |
Copyright © The Author(s), 2024. Published by Science Publishing Group |
Job Embeddedness, Line Manager, Male-Dominated Occupations, Perceived Inclusion, Perceived Supervisor Support, Traits
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APA Style
Greta Elvestuen. (2021). Inclusive Leadership in Male-Dominated Occupations – An Investigation into Whether Line Managers’ Experiences and Traits Matter in Norway. American Journal of Management Science and Engineering, 6(2), 34-50. https://doi.org/10.11648/j.ajmse.20210602.11
ACS Style
Greta Elvestuen. Inclusive Leadership in Male-Dominated Occupations – An Investigation into Whether Line Managers’ Experiences and Traits Matter in Norway. Am. J. Manag. Sci. Eng. 2021, 6(2), 34-50. doi: 10.11648/j.ajmse.20210602.11
AMA Style
Greta Elvestuen. Inclusive Leadership in Male-Dominated Occupations – An Investigation into Whether Line Managers’ Experiences and Traits Matter in Norway. Am J Manag Sci Eng. 2021;6(2):34-50. doi: 10.11648/j.ajmse.20210602.11
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author = {Greta Elvestuen},
title = {Inclusive Leadership in Male-Dominated Occupations – An Investigation into Whether Line Managers’ Experiences and Traits Matter in Norway},
journal = {American Journal of Management Science and Engineering},
volume = {6},
number = {2},
pages = {34-50},
doi = {10.11648/j.ajmse.20210602.11},
url = {https://doi.org/10.11648/j.ajmse.20210602.11},
eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ajmse.20210602.11},
abstract = {While many organisations in male-dominated occupations are investing large resources in order to increase and retain women with the aim of achieving gender balance, responsibility for diversity management on a daily basis relies on line managers. To learn more about the underlying mechanism of line managers’ engagement in managing diversity and, thus, fostering inclusion in such settings, this study proposes and tests a model of male line managers’ experiences and traits on the one hand, and subordinates’ outcomes on the other. In addition, it investigates the role of lateral relationships at a male-dominated workplace. In a field study conducted from 172 pairs of line manager-subordinate dyads at a highly technical and male-dominated research institute in Norway, it was observed that male line managers’ experiences and traits did not relate to female subordinates’ perceived support nor inclusion. Further, the results show that perceived supervisor, but not co-worker, support contributes to female employees’ inclusion, while factors beyond workplace social support and inclusion predict their embeddedness in the job. Hence, the present study indicates that perceptions of line managers’ support are highly important for effective diversity management on the line in male-dominated occupations. Theoretical and practical implications, together with suggestions for future research, are discussed.},
year = {2021}
}
TY - JOUR T1 - Inclusive Leadership in Male-Dominated Occupations – An Investigation into Whether Line Managers’ Experiences and Traits Matter in Norway AU - Greta Elvestuen Y1 - 2021/03/26 PY - 2021 N1 - https://doi.org/10.11648/j.ajmse.20210602.11 DO - 10.11648/j.ajmse.20210602.11 T2 - American Journal of Management Science and Engineering JF - American Journal of Management Science and Engineering JO - American Journal of Management Science and Engineering SP - 34 EP - 50 PB - Science Publishing Group SN - 2575-1379 UR - https://doi.org/10.11648/j.ajmse.20210602.11 AB - While many organisations in male-dominated occupations are investing large resources in order to increase and retain women with the aim of achieving gender balance, responsibility for diversity management on a daily basis relies on line managers. To learn more about the underlying mechanism of line managers’ engagement in managing diversity and, thus, fostering inclusion in such settings, this study proposes and tests a model of male line managers’ experiences and traits on the one hand, and subordinates’ outcomes on the other. In addition, it investigates the role of lateral relationships at a male-dominated workplace. In a field study conducted from 172 pairs of line manager-subordinate dyads at a highly technical and male-dominated research institute in Norway, it was observed that male line managers’ experiences and traits did not relate to female subordinates’ perceived support nor inclusion. Further, the results show that perceived supervisor, but not co-worker, support contributes to female employees’ inclusion, while factors beyond workplace social support and inclusion predict their embeddedness in the job. Hence, the present study indicates that perceptions of line managers’ support are highly important for effective diversity management on the line in male-dominated occupations. Theoretical and practical implications, together with suggestions for future research, are discussed. VL - 6 IS - 2 ER -
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