Loose language can hold back diversity, equity & inclusion
We keep stereotypes alive through the language we use and misuse
We can unconsciously keep stereotypes alive through the language we use and misuse. When we say someone is ‘female’, we often actually mean someone is a ‘woman’. When we talk about ‘female’ and ‘male’ traits, we actually mean traits that anyone can possess, not just traits relating to someone’s biological sex or gender.
In this article, we dive further into the importance of language and make the case for avoiding stereotypical terms, such as ‘masculine’ and ‘feminine’. As human beings, we make sense of concepts through language. That makes language a vital part of an organization’s culture, as explained by Deloitte’s congruence model (see diagram). And when it comes to achieving gender balance, our choice of words is important to remain congruent with the stories told, the style of how we operate and the substance of policies and systems. Simply put: language is a manifestation of organizational values and culture in daily interactions.
‘Females’ and ‘women’ are not the same
The term ‘female’ refers to biological sex, denoting certain genitals. Female and male describe the biological sex of a species; we use these terms to talk about animals, such as birds or dogs, as well as people. The term ‘woman’ relates to someone’s gender and is a socio-cultural construct that can be different from someone’s biological sex (Oakley, 2016; Torgrimson & Minson, 2005). This means someone who is assigned as female at birth can, for example, identify as a woman, a man or non-binary. When we talk about female leadership, we therefore exclude – probably unintentionally – non-binary people, transgender women1 and intersex people2 who identify as women (Kirkland, 2019). At the same time, we do not typically mean to refer to someone’s genitals in this context, but about someone with the lived experience of a woman in the workplace or society.
So what does that mean for the way we conduct daily (work) life? To be inclusive, we need to speak about what we mean, namely ‘women’, instead of ‘females’. In a similar way, we can speak of ‘women board members’ instead of ‘female board members’.
1 People who were born male, but identify as a woman. Transgender is a gender identity. (Anderson, 2023)
2 People whose body differs from both normative female and male bodies. They are born with characteristics of both the female and male body. (Hegarty, 2021)
Culture shapes what we understand by ‘feminine’ and ‘masculine’
When talking about leadership styles, people often refer to certain traits or behaviors as being ‘feminine’ or ‘masculine’. As such, we mean traits or behaviors that are stereotypically associated with women or men. However, men and women can demonstrate both feminine and masculine traits - they are not inherently tied to one's sex or gender. Individuals adopt these traits as a result of societal norms or expectations, rather than them being solely innate (Berger et al., 1995). For example, Western cultures tend to regard sensitivity, empathy, creativity, collaboration and sub-assertiveness as feminine traits, and competitiveness, independence, domination and assertiveness as masculine traits (Leszczynski, 2009).
People who are not aware of their distinction may often mix up ‘feminine’ and ‘female’ concepts. Take for example ‘female leadership’ versus ‘feminine leadership’. Strictly speaking, with the first one we are talking about leadership from someone that is born female (with certain genitals) and does not say anything about personality traits per se. However, the speaker is probably talking about ‘feminine leadership’ by someone that portrays traits or behavior that our culture has decided are feminine or even simply a woman (born either female or male) in a leadership position.
By failing to distinguish between the two, we continue to associate specific traits with gender stereotypes, which is why it is important to check your language. Take the example of perseverance, which is often perceived as a masculine trait in Western cultures. By referring to this as a male trait, we imply that only people born male exhibit this trait. This is, of course, incorrect, as many women – born either female or male – are perseverant.
Stereotypical traits ingrained in organizational culture can hold back women
Research shows that men and women are perceived differently when exhibiting masculine and feminine traits or behaviors. In the current environment, in which men hold most positions of power, leaders are often expected to be dominant. This trait is stereotypically expected in men, but may be frowned upon in women, impacting workplace dynamics (Drydakis et al., 2018). These double standards can hinder women’s professional advancement, as they may face a backlash for displaying ‘masculine’ traits. For women, this represents a Catch-22: exhibiting masculine traits makes them less likeable, whereas displaying feminine traits lowers the likelihood of them being perceived as effective leaders (Ebert et al., 2014; Rudman and Phelan, 2008).
As long as the organizational culture is not ready to reward femininity, the value of feminine traits and behaviors is diminished. As depicted in the ‘substance’ element of Deloitte’s congruence model for organizational culture, organizations tend to only reward results, rather than the way results are achieved (e.g. through collaboration): this is a typical example of rewarding masculinity over femininity. This emphasis on masculinity, instead of a balance between masculinity and femininity, means missing the opportunities arising from diversity in the workforce and leadership.
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Should we avoid the dichotomy of masculinity and femininity?
As the concepts of ‘female’ and ‘feminine’, and ‘male’ and ‘masculine’, continue to get mixed up, we are causing confusion and are maintaining the stereotypes of men and women. Instead, we should consider stopping using the words ‘masculinity’ and ‘femininity’ altogether, to reflect the fact that these terms are widely misused as a dichotomy incorrectly linked to someone’s sex or gender.
We should strive for an organizational culture where you simply decide what traits or behaviors are needed in a certain context, or what type of leadership is required. There is no need to label these traits or behaviors as masculine or feminine, promoting (unintended) stereotyping and discrimination. Don’t underestimate the importance of language.
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Deloitte helps your organization grow into a diverse, equitable and inclusive organization by offering services that assess and promote psychological safety, inclusive leadership, and DEI maturity assessments. By pinpointing and addressing the organization’s cultural incongruences, Deloitte can assist you in developing an environment where every individual is encouraged to contribute fully, fostering a culture that is conducive your personal growth and business success.
Contributors:
Jason Jie - Specialist Lead (jjie@deloitte.nl)
Anne-Barbara Lemmens - Senior Specialist Lead (alemmens@deloitte.nl)
