Female Rivalry in the Workplace and Beyond - Research Paper Example

Proposal for an Investigation of Female Rivalry in the Workplace and Beyond Name: Course: ABSTRACT Even though women have made significant progress in the workplace, leadership opportunities remain limited. An interesting, if not alarming, phenomenon reveals that women aspiring for increased responsibility and recognition at work are acutely aware that they often compete against each other for the small piece of power granted to them. As such, women view their female colleagues as rivals and unhealthy competition ensues (Sills, 2007). Research has revealed that many successful women in business are reluctant to assist other women (Rindfleisch, 2000: 172). Previous researchers have labeled this phenomenon the “queen bee syndrome” This proposed study will identify the motives which explain this behavior; and analyze the sociological and psychological antecedents which lead to female rivalry in the workplace. This research will also determine which of these factors can be generalized to other areas of female interaction beyond work. In order to change the experiences of women in the workplace, rather than masking or ignoring tensions and complexity embedded in different perspectives and experiences of women, there must be open and transparent discussions which raise consciousness (Marvin 2006). Furthermore this study aims to provide a framework for establishing gender-loyalty among women by employing self-actualization theory to increase self-worth which should subsequently lead to altruism, improve intra-gender relationships and decrease unhealthy competition Table of Contents CHAPTER I - INTRODUCTION It is inarguable that in spite of the rapid development in the world coupled with massive awareness campaigns on the need for gender balance in the workplace, the proportion of working women is still lower as compared to that of men. That notwithstanding, a phenomenon that is not only interesting but also alarming is the dictum that one of the factors that limit the progress of women in the workplace, and which perhaps contribute to the low numbers of women being absorbed by organizations is female rivalry. In view of this, Sills (2007) notes that around the world, women who are climbing the ladder at work are intensely cognizant of the fact that they oftentimes compete against their female colleagues for any kind of power that is accorded to them. Consequently, envy or jealousy is a realistic vice among women at their places of work. Many research activities have revealed that many women engaged in business activities are reluctant to help other women (Rindfleisch, 2000: 172). This point is supported by (Joshi, 2003) who notes that professional rivalry among women who are employed in the same firm could lead to one woman denouncing a colleague slyly (p. 106). This kind of seemingly queer behavior by women in the workplace has been referred to by many researchers as queen bee syndrome (Mizrahi, 2004; Gilbert, 2005). This is a situation whereby because of the relatively small population of women at the apex of management of most organizations, the females in power have a tendency of discriminating again women in the same organizations by judging them relatively harshly vis-à-vis the male colleagues of the juniors (Mizrahi, 2004; Gilbert, 2005). In view of the sentiments mentioned above, this proposed study is aimed at delving into the motives that explain the rivalry behavior of women. The study will also be focused on analyzing the sociological as well as physical precursors that lead to female rivalry in the workplace. Additionally, the research will be used to determine whether the factors that will be unveiled can be generalized to other areas where women interact beyond the workplace. So as to alter the experiences of various women in the workplace, instead of masking and overly ignoring the tensions and complexities entrenched in different viewpoints and experiences of women, there must be well understood discussions that will help raise consciousness. Moreover, the study aims at providing a framework for establishing gender loyalty among women by applying a self-actualization theory that will increase self worth, which would ultimately lead to philanthropy among women, improve the existing gender relationships and reduce unhealthy competition among women. CHAPTER II - BACKGROUND AND HYPOTHESIS Background and literature review One of the major phenomena that spur rivalry among women in the workplace is the point that few women are in leadership positions of organizations. As such, they tend to display their masculinity as leaders since agentic masculine behaviors are usually the norm at the top of most hierarchies (Mavin 2005a). In order for women to navigate to senior leadership positions they need to demonstrate credible leadership behaviors. Most of the behaviors are agentic and related to masculinity and men, but in its status quo, this behavior presents a series of dilemmas to women. One is that communal behavior will not benefit any woman in terms of gaining entry to power if the woman displays too much agentic masculine behaviors that she no longer fits the current gender stereotype of a woman. In essence, women are anticipated to kowtow to feminine communal behaviors as well as non-leadership. However, when they fall short of doing so, they may be subjected to numerous jolt assumptions. When women depict the agentic masculine behavior or fail to conform to the expectation of a woman and as such, they do not conform to the communal feminine stereotypes and ultimately do not match the expectations of other women or men, this poses the second dilemma to women especially those in business: whether to act “business like,” as babes or as bitches. Most women usually take the latter behavior- showing too much aggression towards their juniors particularly fellow women (Mavin 2005a). Most of the behaviors associated with women in leadership positions when they deal with other women are described as bitter, quarrelsome, and selfish. Women at the top of organizations tend to develop a feeling of “the only bra in the room” and therefore have the propensity of obstructing other women from attaining such positions (Mavin 2005b). Research has shown women leaders in business organizations face myriad leadership and management challenges but constantly live in denial of this assumption. One consequence of the status quo is the fear that other women within the organization may rise and take up their positions; therefore, in order to prevent this presumably risky occurrence, women are reluctant to assist other women (Rindfleisch, 2000, 172). The reluctance by women to help others has been depicted in many ways, both in workplaces and beyond. Researchers investigating this phenomenon dubbed it the “queen bee syndrome,” a condition whereby women, particularly those in top positions are unwilling to help fellow women (Vincent & Seymour, 1995; Mizrahi, 2004; Gilbert, 2005). While it would be expected that leaders would be eager to let their juniors in the workplace to advance, the seemingly opposite behavior by women elicits questions. There is need to investigate why women would not like their colleagues to advance in their careers and whether such behavior is widespread or is limited to the workplace. The unwillingness by women to assist other women has been attributed to many causes. One is that many women grow up and rise to senior positions without mentors; hence they see no need for mentoring others. Thus, they would want other women to struggle on their own to achieve their heights motivated by the feeling that “they were not helped, so why should they help others?” (Vincent & Seymour, 1995). Another major concern that women have is the feeling that a protege may outshine them within the workplace. The two scenarios combined with other professional hazards and coupled with the complicated relationships that women have with each other have been sighted as the major reasons for female rivalry and give a hint as to why women may not be the best mentors for each other within an organization (Vincent & Seymour, 1995; Mizrahi, 2004; Gilbert, 2005). In relation to the point that women would rather no be mentors of each other, Nicola Horlich, a city financier was nicknamed a “superwoman” because she managed to combine a demanding job with a large family (Gilbert, 2005). Along this line, some women have been noted to view other women as a potential threat and therefore prefer to be in the company of men at all times, further embodying the queen bee syndrome. In view of this, Vincent and Seymour (1995) and Mizrahi (2004) note that it has been observed that many women in managerial positions discriminate against other women, and probably would like to be the only female manager in the workplace. This points back to the feeling of “the only bra in the room (or office)” that was coined by (Mavin 2005a). As mentioned in the preceding sections of this paper, one phenomenon that female leaders in organizations have constantly denied is the point that they face a multiplicity of challenges in leadership and management. Nevertheless, this is clearly illustrated by Vincent and Seymour (1995) in their opinion that in comparison with men, women face more organizational challenges (such as those to do with stereotypes). In addition, women face greater barriers in their career advancement, and the corollary is that they may need to use up much of their time advancing their own careers rather than assisting others to do the same (Vincent & Seymour, 1995). Rivalry among women in the workplace is also common where two or more female employees view each other as competitors. Shaw (2008) uses an example of two female employees working as sales people and competing against each other as an epitome of rivalry in the workplace. The author (Shaw, 2008) notes that the two sales persons might be wary of trusting one other as a way of preventing relinquishing their “competitive advantage” in their work environment (p. 1357). What such women do not realize is that such unhealthy competition between them is not good in view of their overall performance for the organization for which they work. Rivalry beyond the workplace There is insurmountable evidence that female rivalry goes beyond the workplace. In this respect, Costa and James (1972) note that women outside an office are exposed to an ambience that makes them rivals of each other. They live as privatized females, with elements of rivalry in their daily undertakings, and characterized by discord. Commenting on this perspective, Eagleton (1996) notes that most women live in a society where they are made to believe that they are a minority. As such, they have to fight for the few coveted places available. In addition, since possession of the coveted places is an embodiment of authority, those who get them would like to hold onto them and not allow any rival to have access to them (Eagleton, 1996, p. 41). Of particular importance is the phenomenon referred to as mate poaching in regard to women’s tendency to fight over men. This happens in many environments and cannot be limited to the office or home. Costa and James (1972) note that in almost environments, a woman is under pressure to be more attractive than her colleagues, so she has to do things in manner better than the rest do, and does not want to be an ally to women even if they are of the same class. Mate poaching is the behavior developed to attract someone who is already involved in a romantic relationship, which can involve a temporary or sexual encounter or a long-term mateship (Buss, 2007). The same author notes of a study carried out in the United States in which 67 per cent of the male participants and 41 per cent of the female participants were reported to have been lured into new relationships (p. 509). The findings show that women are better mate poachers as compared to men and this is an embodiment of the rivalry that exists among women in terms of relationships. Sibling rivalry Sibling rivalry is also major a contributor to female rivalry in the workplace and beyond. Schuker and Levinson (1991) point out that many societies prefer boys to girls. This orientation is usually perpetuated in later life since as mentioned above, girls are forced to grow as privatized individuals. According to Costa and James (1972), this creates an early dependence by girl on boys, and is reflected later in women’s dependence on men. The same authors note that women are under pressure for greater consumption but since they do not meet their demands from the providers (men), they turn their aggression to each other. Later in life, sibling rivalry is reflected when women live for men, struggling to dress well to please them, work for them and can be readily manipulated by men. Costa and James (1972) also connote that at home, women are trained right from birth to be possessive and obsessive about a number of issues such as clean and homes or houses. Consequently, women develop as possessive beings, always willing to protect what they have. This has been coupled by the fact that women have always been less successful in getting opportunities that make them meet their own demands. Nevertheless, women still do not seem to unite in their ambitions, rather their rivalry seems to be widening, making Costa and James (1972) to pose the question: “will men unite to support women?” (which is more likely, than “will women unite to support men?” –which is largely improbable. In view of the reviewed literature, the study that will be carried out will not be limited to women in the workplace. In order to cover a wider a scope and therefore derive a more specific generalization, the study will aim at evaluating various aspects of women in diverse environments. Hypothesis In the study it will generally be assumed that the precursors and the reasons for rivalry among women in society are the same, irrespective of where they work, how they relate with friends, and how they compete for women. The null and alterative hypotheses will therefore be stated as follows: HO: The antecedents and the reasons for rivalry among women are the same, no matter the venue (workplace, between friends, competing for men). HA: The antecedents and the reasons for rivalry among women are not the same, and vary with the venue (workplace, between friends, competing for men). CHAPTER III - PROPOSED METHODOLOGY FOR THE STUDY WITH SUGGESTED OUTCOMES/RESULTS Both primary and secondary methods of data collection and analysis will be used in the study. These will comprise interviews and use of questionnaires. Various sampling methods will be used in order to obtain data that is not only reliable but also which can largely be generalized to a wide group. The first method of sampling will be intensity sampling which will be used to trace and convince one or more principal informants who are informed well informed about the research topic. The second method of sampling that will be employed will be critical case sampling that will entail searching for and obtaining access to narratives that offer details on key experiences. The two methods of sampling – intensity sampling and critical case sampling are the best strategies to be implemented when looking for information about life histories (Schurink, 2003). Purposeful sampling will be used to trace and access women who are exposed to leadership experiences in the corporate world and whose ideas will be pivotal in the context of the research. Finally, in order to unravel information about the queen bee syndrome, collective sampling or comparative case study will be employed in the study of local women. The entire research will be based in the following questions: 1. Do women who are exposed to much learning from other women often become disloyal and separate as a result of higher-ranking leadership in the workplace or neighborhood? 2. What causes women to undercut each other in the place of work? 3. What is the corollary of female leaders letting down their sisters in the process of developing their careers? 4. Are the precursors of female rivalry in the workplace similar to the events that lead to female rivalry in other places beyond the workplace (such as rivalry for men, rivalry within friendships and so on)? Data analysis Compiling the information gathered from the research will require some form of inductive reasoning, thinking, and theorizing as noted by Taylor and Bogdan (1998, p. 140). The data analysis techniques will involve three specific activities: scrutinizing the data for the themes, coding the data in order to refine the subject matter and improve understanding, and finally interpreting the data to have it understood in the context in which it was collected. The data analysis will involve application of SPSS and Microsoft Excel spreadsheets to test the null hypothesis that the antecedents and the reasons for rivalry among women are the same, no matter the venue (workplace, between friends, competing for men). This will involve application of ANOVA to detect any variances in the opinions collected. CHAPTER IV - RESULTS Results will be presented in tables and graphs with a clear description of the findings in text. The results will show the opinions concerning why women in leadership often become disloyal to their colleagues, why women undermine each other in the workplace, the implications of sibling rivalry, and the causes. The results will give an in-depth coverage of the findings and therefore suggest how reliable they are in order to be generalized to a wider population. CHAPTER V - CONCLUSIONS, LIMITATIONS AND RECOMMENDATIONS Conclusion Many researches have suggested that rivalry generally exists among women in all places- be it in the workplace or at home. However, since reliable findings are those that have been subjected to various tests, the findings in this research will be vital in supporting or going against the knowledge that already exists. The findings in this research will also help develop an idea on whether rivalry among women is an increasing phenomenon or is on the decline. How reliable the findings will be will determine how worthy they will be to be to be generalized to populations that will not be involved in the study. Limitations and Recommendations The study will be limited by that fact that it will be carried only in the United States. The implication of carrying out the study in the United States is that the findings will reflect the culture and behavior of women in the United States. This will generally overlook the diverse cultural aspects of women across the world, thus hindering generalization of the results. Along this line, any recommendation about how to establish gender loyalty among women based on the study may only be applicable in the United States. In order obtain to more reliable research findings, it is recommended that the research be extended across different cultures. This will help determine the ramifications of culture on female rivalry and will therefore help unravel the best strategies to deal with cultural aspects in mitigating female rivalry and improve female relationships across the world. The study should also entail a more participatory approach in order to enable participants to deliver more substantial information. REFERENCES Buss D. M. (2007). The Evolution of Human Mating. Acta Psychologica. Sinica, 39(3): 502-512 Costa, M. D. & James, S.(1972). The power of women and the subversion of the community. London: Falling Wall Press Eagleton M. (1996). Working with feminist criticism. New York: Wiley-Blackwell Gilbert, J. A. (2005). Sexual Harassment and Demographic Diversity: Implications for Organizational Punishment. Public Personnel Management, 34 (2). Joshi, V. (2003). Gender and power in the Third Reich: Female denouncers and the Gestapo. New York: Palgrave Macmillan Mavin, S. (2006a). Venus envy: Problematizing solidarity behaviour and queen bees. Women in Management Review, 21(4), 264-276, Emerald Group Publishing Limited. Mavin, S. (2006b). Venus envy 2: Sisterhood, queen bees and female misogyny in management. Women in Management Review, 21(5), 349-364, Emerald Group Publishing Limited. Mizrahi, R. (May 2004). Hostility to the presence of women: Why women undermine each other in the workplace and the consequence for Title VII. The Yale Law Journal, 113(7), 1579(43). Rindfleisch, J. (2000). Senior management women in Australia: Diverse Perspectives. Women in Management Review, 15(4): 172:180. Schuker E. & Levinson N. A. (1991). Female psychology: an annotated psychoanalytic bibliography. New York: Routledge Schurink, W. J. (2003). Qualitative research in management and organizational studies with reference to recent South African Research. South African Journal of Human Resource Management, 1(3): 2:14. Seymour J. (1995). Profile of women mentors: A national survey, SAM Advanced Management Journal, 60(2). Shaw, D. M. (2008). Mentorships and psychological support: Astudy of college graduate women entering the business world. Proceedings of ASBBS, 15(1) Sills, J. (Jan/Feb 2007). Catfight in the Boardroom. Psychology Today. New York, 40(1):61-62. Taylor, S.J. & Bogdan, R. (1998). Introduction to qualitative research methods: A guidebook and resource (3rd ed). New York: John Wiley & Sons. Vincent, A. & Seymour J. (1995). Profile of Women Mentors: A National Survey. Contributors: author. SAM Advanced Management Journal, 60(2). Read More