The Meritocracy Myth: Analyzing the Persistent Gender Disparities in Leadership Roles

For meritocracy to work, it needs to engender a culture where there is an "obligation to dissent" - Eric Schmidt

The concept of meritocracy suggests that individuals should be rewarded and promoted based on their skills, qualifications, and performance, regardless of their gender, race, or personal connections. However, in practice, this principle is often compromised due to factors such as unconscious bias and structural inequalities.

For most organisations, this phrase "We hire and promote based on merit" embodies their commitment to the ideals of meritocracy. However, biases and inequitable treatment can still undermine the recruitment and promotion of talented individuals. For example, gender disparities in leadership roles persist across various industries and sectors, despite the fervent belief in meritocracy.

This article delves into the meritocracy myth, scrutinizing the entrenched barriers that continue to widen the gender gap in leadership positions.

MERIT IS SUBJECTIVE

The idea of merit is often viewed as an objective way of measuring an individual’s ability, based on specified criteria that they either meet or do not meet. Despite its esteemed position and formal acceptance in policies, the practical application of "merit" has been revealed to be subjective and influenced by bias in actuality. For example, when assessing resumes and interviewing candidates, unconscious bias may affect selection decisions. Research shows that selection panels interrupt women more than men and ask them more follow-up questions, subtly questioning their competence.

In the workplace, merit is often determined by a combination of past performance and potential. Past performance may include years of experience, qualifications, measured outputs, etc. Potential on the other hand is determined by factors such as ‘fit’ for the team, leadership potential, ‘suitability’ for the job, etc. This invariably introduces unconscious bias into the decision process.

To illustrate, researchers in the field of merit, argue that due to the historical dominance of men in leadership positions within corporations, the standards of merit have been developed to primarily reflect male experiences and characteristics. As a result, the commonly viewed masculine traits such as individualism, competition, undivided commitment to work and long hours of work, take precedence over typically female traits such as mutual empowerment, empathy, and authenticity. This means that it is easier for men to appear meritorious, while women find it challenging to meet a masculine definition of merit.

FACTORS CONTRIBUTING TO GENDER DISPARITIES IN LEADERSHIP

• Structural Barriers and Implicit Biases

Structural barriers are practices and policies that put women at a disadvantage in their career advancement. Implicit biases, on the other hand, are the unconscious attitudes and stereotypes that influence decision-making processes. For example, audit studies reveal gender inequities in resume screening and call-back rates in line with societal, descriptive gender stereotypes characterising women as less competent than men. These biased hiring practices contribute to the underrepresentation of women in leadership roles.

• Gender Stereotypes

Gender stereotypes contribute significantly to the underrepresentation of women in leadership positions. Nigeria, being a patriarchal society, tends to favour males over females in leadership and managerial positions. This is because leadership is associated with masculine traits and being male, rather than feminine traits and being female. This results in a perception that successful leaders are more likely to be men with agentic qualities, as opposed to women who possess communal traits. McKinsey's Women in the Workplace 2022 report found that female leaders are twice as likely to be mistaken for a person in a more junior role and twice as likely to have someone question their qualifications for the job.

• No Level Playing Field

Women and men do not begin their careers on an equal footing. Women are often expected to balance their professional lives with unpaid caregiving duties, putting them at a disadvantage from the beginning. This unequal burden not only hinders their professional growth but also reinforces the belief that a continuous career path or constant availability (which men enjoy) is the only way to achieve success.

STRATEGIES FOR ADDRESSING GENDER DISPARITIES IN LEADERSHIP

Gender disparities cannot be eliminated through a single policy. However, consistent attention to a wide range of strategies can help mitigate discrimination and reduce gaps. This includes implementing diversity and inclusion initiatives and promoting policies that support work-life balance. Additionally, organisations can foster a culture of accountability and transparency to help challenge entrenched biases and promote fairness in their decision-making processes in the following ways:

Train Their People: organisations should provide appropriate training for those responsible for hiring or managing people. This training should empower team members with the knowledge and tools they need to recognise and counteract unconscious biases. In addition, managers should be taught how to create an inclusive work environment that treats all team members fairly.

Use Bias Interrupters: It is important to introduce bias interrupters at all stages of the employment process, including recruitment, performance reviews, promotions, remuneration, and bonuses. For example, anonymous hiring practices, where identifying information such as names is removed before assessing candidates, can facilitate gender equity.

Review HR Policy: Organisations can objectively appoint leaders by re-evaluating past practices and adjusting current perspectives on leadership characteristics.

CONCLUSION

Achieving gender equality in leadership requires a multifaceted approach that addresses structural barriers, challenges implicit biases, and promotes inclusive organisational cultures. By prioritising diversity and inclusion, organisations can unlock the full potential of their workforce and pave the way for a more equitable future, irrespective of gender.

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