Managing gender diversity in top management teams

Jawad Syed, Peter Murray

Research output: Chapter in Book/Report/Conference proceedingConference proceeding contributionpeer-review


This paper argues a case for challenging the customary emphasis on masculine values in top management teams (TMTs) as a means for making better use of gender diversity. We argue that conventional diversity management practices involve a narrow hegemonic masculine approach towards increasing women’s (and men’s) participation in employment. We suggest that TMTs benefit when learning to integrate skilled and talented women and men into a single, cohesive work culture that enhances teams’ performing capacities. While seeking to avoid an essentialist discourse, the paper builds on the theory of diversity and ‘difference’ (instead of ‘sameness’) to demonstrate the relationship between feminine values, team member diversity, communication skills and representation. Multiple contextual factors are also recognised as influential better identified through a social constructionist approach to team development.
Original languageEnglish
Title of host publicationProceedings of the 20th ANZAM Conference
Subtitle of host publicationManagement : pragmatism, philosophy, priorities
EditorsJessica Kennedy, Lee Di Milia
Place of PublicationRockhampton, Queensland
PublisherCentral Queensland University
Number of pages19
ISBN (Print)1921047348
Publication statusPublished - 2006
EventAustralian and New Zealand Academy of Management International conference (20th : 2006) - Yeppoon, Qld.
Duration: 6 Dec 20069 Dec 2006


ConferenceAustralian and New Zealand Academy of Management International conference (20th : 2006)
CityYeppoon, Qld.


  • diverse teams
  • diversity contexts
  • femininity
  • gender
  • leadership
  • masculinity


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