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Prejudice of Men and Women Leadership in Workplace

Men Women Leadership
The recent tragedy that struck the whole of humanity was an eye-opener in many scenarios one of which includes the success rate of women leadership. With a workforce comprising of just 8% of women global political leaders, the most effective responses and prevention measures are taken by them resulted in a lower death rate as compared to their male counterparts as noted by the comparative analysis of Nick Kristoff a New York Times columnist. Even after innumerable successful real-life examples with positive scores on statistics and tremendous strides in removing the invisible boundary of inequality between men and women in the workplace, there remains a fundamental lack of women in leadership roles due to the existent outdated practice of prejudiced mentality embedded in the system. The removal of this outdated and unsuccessful system isn’t just profitable for the growth and development of the company, but it can also prove to be an epicentre for change in the societal mindset.

The mindset behind these actions which result in detrimental consequences is categorised into conscious and unconscious spheres. The mindset of conscious spheres results in direct action such as giving the leadership and managerial tasks to a male employee for the sake of the sentiment that men are better at leading. Whereas the mindset of the unconscious sphere results in actions that have a stereotypical background in the case of paying a male employee more for the sake of the sentiment that he must’ve contributed more.

With such a stereotypical workspace atmosphere, the employees are not motivated to give their full potential rather such repeated actions result in dire consequences in some cases even harassment. For the eradication of this practice, the listed-out points can be taken into consideration.
Acknowledgement of contribution overlooking gender.
When a task is presented before a team, rather than focusing on the contribution of one favoured gender there should be an unbiased acknowledgement of the efforts.
Holding meetings to spread awareness
Such practices can prove to be a zone for the employees/teammates to talk about their workplace issues which can be sorted with discussions and advice.
Making efforts towards bridging the gender pay gap.
Employees must be paid the same amount for doing the same task. By analysing the compensation trends, the responsible individual may identify any patterns, discrepancies, or blatant bias and thus efforts can be made to develop a more progressive compensation system and representative of equal pay for equal labour by recognising it.
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