Gender-inclusive leadership practices in the gendered organisation: What men (can) do and what women just don’t see

Moving beyond individual competencies, this study explores gender-inclusive leadership practices (GILP) in the highly normative context of the gendered organisation. 1507 managers in Switzerland completed the anonymous online survey. While the 852 male managers self-rated the questionnaire, the 353 female managers rated their external perspective on men’s engagement. The data is analysed descriptively and using variable cluster analysis. The results highlight the practices that are already well-established, while others are perceived as more critical. Most strikingly, the results highlight a gender gap in perceptions. By contextualising what executives can and can’t do in the context of the gendered organisation, our findings highlight how GILP is intertwined with power and privilege. As a result, male managers, although highly motivated, are more committed to maintaining the status quo of the gendered organisation. Our findings provide important insights into the ambivalent outcomes of male allyship activities to promote gender equality.