Rethinking femininity in organisations: Experimental insights into team composition

Abstract

AbstractRole incongruity, sex role stereotypes and candidate selection procedures which oversatisfy masculine role expectations evoke an underrepresentation of femininity in organisations. The author seeks to remedy this bad state of affairs. This study is designed based on an experiment with 288 young executives simulating self-organised work groups and manipulated the degree of gender-related (not sex-related) heterogeneity. Results generally show a curvilinear relationship with an upright U-shaped format between heterogeneity and performance, team identity and intrateam communication. The major contribution in specific is that highly homogeneous teams outperform other team types in the short run, whereas highly heterogeneous teams succeed in the long run. Consequently, this work recommends ‘femininity enrichment’ in firms and discusses manageable practical advice to do so. As for the laboratory character, findings and implications for practicing managers have to be treated with caution. Finally, the most promising avenues for further research are illuminated.