Dorien Dijkhuis Wouter Noordijk
4 min
expert opinion
A research by Deloitte and the Alliance for Board Diversity examined the composition of Fortune 500 boards on diversity. The conclusion: Significant strides have been made towards more equality and inclusivity. But true change is still happening very slowly. The researchers estimate that at the current rate, it will take until 2074 before there will be 40% diversity in this list. How can it be so slow?
People are not that different
Some say women don't aspire to high positions. Another theory; women invest less in their work because they value their family more. More presumptions: women are bad negotiators, have less self-confidence, avoid risk more and are less resistant to stress than men.
All nonsense. The myths about typically female personal and behavioral characteristics have been repeatedly shattered in scientific studies. People are no different when it comes to conscientiousness, risk approach, complexity and competition. These facts were revealed last year in a research by the international assessment agency Thomas. The researchers also found hardly any difference in the areas of adaptation, curiosity, empathy and assertiveness. The same conclusions are evident in other studies. According to meta-analyses comparing different studies, the difference between individual executives is bigger than the differences between the two sexes.
It’s all in the eye of the beholder
But if there are no significant differences between leaders, why are men still 2.5 times more likely to be in a senior management position? According to the Thomas research, it has to do with the way in which behavior of executives is interpreted. In other words, the difference between executives lies in the eye of the beholder.
Female value
In fact, not the difference in performance, but the difference in perception plays the most important role in how we judge leadership. That alone, is a reason enough to create more inclusiveness and diversity at the top. But there is another reason: it benefits business operations. Especially in the food and beverage industry. A survey by Green Hasson Janks shows that companies led by women inspire more confidence among female consumers. 43% cite consumer trust and corporate reputation as an advantage of women in high positions.
© Rahi Rezvani, Bianca van der Lee
© Rahi Rezvani, Bianca van der Lee
© Rahi Rezvani, Bianca van der Lee
Dorien Dijkhuis Wouter Noordijk
4 min
Female value
In fact, not the difference in performance, but the difference in perception plays the most important role in how we judge leadership. That alone, is a reason enough to create more inclusiveness and diversity at the top. But there is another reason: it benefits business operations. Especially in the food and beverage industry. A survey by Green Hasson Janks shows that companies led by women inspire more confidence among female consumers. 43% cite consumer trust and corporate reputation as an advantage of women in high positions.
It’s all in the eye of the beholder
But if there are no significant differences between leaders, why are men still 2.5 times more likely to be in a senior management position? According to the Thomas research, it has to do with the way in which behavior of executives is interpreted. In other words, the difference between executives lies in the eye of the beholder.
People are not that different
Some say women don't aspire to high positions. Another theory; women invest less in their work because they value their family more. More presumptions: women are bad negotiators, have less self-confidence, avoid risk more and are less resistant to stress than men.
All nonsense. The myths about typically female personal and behavioral characteristics have been repeatedly shattered in scientific studies. People are no different when it comes to conscientiousness, risk approach, complexity and competition. These facts were revealed last year in a research by the international assessment agency Thomas. The researchers also found hardly any difference in the areas of adaptation, curiosity, empathy and assertiveness. The same conclusions are evident in other studies. According to meta-analyses comparing different studies, the difference between individual executives is bigger than the differences between the two sexes.
A research by Deloitte and the Alliance for Board Diversity examined the composition of Fortune 500 boards on diversity. The conclusion: Significant strides have been made towards more equality and inclusivity. But true change is still happening very slowly. The researchers estimate that at the current rate, it will take until 2074 before there will be 40% diversity in this list. How can it be so slow?
© Rahi Rezvani, Bianca van der Lee
