Taking the obvious apart: critical approaches to men, masculinities and the gendered dynamics of leadership

David L. Collinson , Jeffery Hearn

Research output: Chapter in Book/Report/Conference proceedingChapter

8 Citations (Scopus)

Abstract

For centuries and across many cultural traditions, the highly masculine and masculinized image of the heroic man has informed, shaped and characterized leadership practices and theories. The continuing dominance of men in leadership and leadership positions appears ënormalí or ënaturalí, and largely escapes critical analysis or commentary, even in progressive forums. Assumptions about the ëgreat maní of history (Carlyle, 1841; Hook, 1945) have defined who could be a leader, even who is a ëborn leaderí, what a leader does and how they might enact leadership. Equally importantly, they have also specified, implicitly or explicitly, who would be excluded from leadership positions. In contemporary organizations and societies, power, authority, and status are still frequently the preserve of particular men and specific masculinities. Men continue to predominate in senior organizational roles in ways that, in turn, often express and validate their masculinities and identities, while womenís voices and identities are subordinated or excluded, especially at the highest leadership levels. Although in some countries women have increasingly entered middle management and certain well established professions in recent years, this is far from universally so in all sectors and all parts of the world. Moreover, even when occupying leadership positions, women may still often be identified and marked as ëwomen leadersí or ëfemale leadersí, and indeed their leadership may be seen and evaluated in relation to, typically as similar to or different from, more established, historical forms of menís leadership.
LanguageEnglish
Title of host publicationGender in Organizations
Subtitle of host publicationAre Men Allies or Adversaries to Women's Career Advancement?
EditorsRonald J. Burke, Debra A. Major
PublisherEdward Elgar Publishing Ltd.
Pages73-92
Number of pages20
ISBN (Print)9781781955697
DOIs
Publication statusPublished - 31 Jan 2014

Fingerprint

masculinity
leadership
leader
profession
history
management
society

Cite this

Collinson , D. L., & Hearn, J. (2014). Taking the obvious apart: critical approaches to men, masculinities and the gendered dynamics of leadership. In R. J. Burke, & D. A. Major (Eds.), Gender in Organizations: Are Men Allies or Adversaries to Women's Career Advancement? (pp. 73-92). Edward Elgar Publishing Ltd.. https://doi.org/10.4337/9781781955703, https://doi.org/10.4337/9781781955703
Collinson , David L. ; Hearn, Jeffery. / Taking the obvious apart : critical approaches to men, masculinities and the gendered dynamics of leadership. Gender in Organizations: Are Men Allies or Adversaries to Women's Career Advancement?. editor / Ronald J. Burke ; Debra A. Major. Edward Elgar Publishing Ltd., 2014. pp. 73-92
@inbook{785cbee75da4471c94124a5babcefe91,
title = "Taking the obvious apart: critical approaches to men, masculinities and the gendered dynamics of leadership",
abstract = "For centuries and across many cultural traditions, the highly masculine and masculinized image of the heroic man has informed, shaped and characterized leadership practices and theories. The continuing dominance of men in leadership and leadership positions appears {\"e}normal{\'i} or {\"e}natural{\'i}, and largely escapes critical analysis or commentary, even in progressive forums. Assumptions about the {\"e}great man{\'i} of history (Carlyle, 1841; Hook, 1945) have defined who could be a leader, even who is a {\"e}born leader{\'i}, what a leader does and how they might enact leadership. Equally importantly, they have also specified, implicitly or explicitly, who would be excluded from leadership positions. In contemporary organizations and societies, power, authority, and status are still frequently the preserve of particular men and specific masculinities. Men continue to predominate in senior organizational roles in ways that, in turn, often express and validate their masculinities and identities, while women{\'i}s voices and identities are subordinated or excluded, especially at the highest leadership levels. Although in some countries women have increasingly entered middle management and certain well established professions in recent years, this is far from universally so in all sectors and all parts of the world. Moreover, even when occupying leadership positions, women may still often be identified and marked as {\"e}women leaders{\'i} or {\"e}female leaders{\'i}, and indeed their leadership may be seen and evaluated in relation to, typically as similar to or different from, more established, historical forms of men{\'i}s leadership.",
keywords = "Gender inequality, Masculinity, Leadership, Sociology of work, Gender relations",
author = "Collinson, {David L.} and Jeffery Hearn",
year = "2014",
month = "1",
day = "31",
doi = "10.4337/9781781955703",
language = "English",
isbn = "9781781955697",
pages = "73--92",
editor = "Burke, {Ronald J.} and Major, {Debra A.}",
booktitle = "Gender in Organizations",
publisher = "Edward Elgar Publishing Ltd.",
address = "United Kingdom",

}

Collinson , DL & Hearn, J 2014, Taking the obvious apart: critical approaches to men, masculinities and the gendered dynamics of leadership. in RJ Burke & DA Major (eds), Gender in Organizations: Are Men Allies or Adversaries to Women's Career Advancement?. Edward Elgar Publishing Ltd., pp. 73-92. https://doi.org/10.4337/9781781955703, https://doi.org/10.4337/9781781955703

Taking the obvious apart : critical approaches to men, masculinities and the gendered dynamics of leadership. / Collinson , David L. ; Hearn, Jeffery.

Gender in Organizations: Are Men Allies or Adversaries to Women's Career Advancement?. ed. / Ronald J. Burke; Debra A. Major. Edward Elgar Publishing Ltd., 2014. p. 73-92.

Research output: Chapter in Book/Report/Conference proceedingChapter

TY - CHAP

T1 - Taking the obvious apart

T2 - critical approaches to men, masculinities and the gendered dynamics of leadership

AU - Collinson , David L.

AU - Hearn, Jeffery

PY - 2014/1/31

Y1 - 2014/1/31

N2 - For centuries and across many cultural traditions, the highly masculine and masculinized image of the heroic man has informed, shaped and characterized leadership practices and theories. The continuing dominance of men in leadership and leadership positions appears ënormalí or ënaturalí, and largely escapes critical analysis or commentary, even in progressive forums. Assumptions about the ëgreat maní of history (Carlyle, 1841; Hook, 1945) have defined who could be a leader, even who is a ëborn leaderí, what a leader does and how they might enact leadership. Equally importantly, they have also specified, implicitly or explicitly, who would be excluded from leadership positions. In contemporary organizations and societies, power, authority, and status are still frequently the preserve of particular men and specific masculinities. Men continue to predominate in senior organizational roles in ways that, in turn, often express and validate their masculinities and identities, while womenís voices and identities are subordinated or excluded, especially at the highest leadership levels. Although in some countries women have increasingly entered middle management and certain well established professions in recent years, this is far from universally so in all sectors and all parts of the world. Moreover, even when occupying leadership positions, women may still often be identified and marked as ëwomen leadersí or ëfemale leadersí, and indeed their leadership may be seen and evaluated in relation to, typically as similar to or different from, more established, historical forms of menís leadership.

AB - For centuries and across many cultural traditions, the highly masculine and masculinized image of the heroic man has informed, shaped and characterized leadership practices and theories. The continuing dominance of men in leadership and leadership positions appears ënormalí or ënaturalí, and largely escapes critical analysis or commentary, even in progressive forums. Assumptions about the ëgreat maní of history (Carlyle, 1841; Hook, 1945) have defined who could be a leader, even who is a ëborn leaderí, what a leader does and how they might enact leadership. Equally importantly, they have also specified, implicitly or explicitly, who would be excluded from leadership positions. In contemporary organizations and societies, power, authority, and status are still frequently the preserve of particular men and specific masculinities. Men continue to predominate in senior organizational roles in ways that, in turn, often express and validate their masculinities and identities, while womenís voices and identities are subordinated or excluded, especially at the highest leadership levels. Although in some countries women have increasingly entered middle management and certain well established professions in recent years, this is far from universally so in all sectors and all parts of the world. Moreover, even when occupying leadership positions, women may still often be identified and marked as ëwomen leadersí or ëfemale leadersí, and indeed their leadership may be seen and evaluated in relation to, typically as similar to or different from, more established, historical forms of menís leadership.

KW - Gender inequality

KW - Masculinity

KW - Leadership

KW - Sociology of work

KW - Gender relations

UR - https://www.elgaronline.com/view/9781781955697.xml

U2 - 10.4337/9781781955703

DO - 10.4337/9781781955703

M3 - Chapter

SN - 9781781955697

SP - 73

EP - 92

BT - Gender in Organizations

A2 - Burke, Ronald J.

A2 - Major, Debra A.

PB - Edward Elgar Publishing Ltd.

ER -

Collinson DL, Hearn J. Taking the obvious apart: critical approaches to men, masculinities and the gendered dynamics of leadership. In Burke RJ, Major DA, editors, Gender in Organizations: Are Men Allies or Adversaries to Women's Career Advancement?. Edward Elgar Publishing Ltd. 2014. p. 73-92 https://doi.org/10.4337/9781781955703, https://doi.org/10.4337/9781781955703