There are different approaches when it comes to achieving gender equality and quotas are a hotly debated issue. But what do women directly affected by hard and soft policy strategies think? To answer this question, Casey, Skibnes and Pringle interviewed women in senior management both in Norway and New Zealand – both of which are countries that rank high in gender equality. However, while New Zealand’s strategy to improve gender equality on company boards is a soft one, meaning that they encourage companies to appoint more women to their boards without any legal consequences, Norway introduced a quota that companies are obliged by law to fulfil.
Interestingly, they found that gender equality was perceived as quite similar by female senior managers both in New Zealand and in Norway. However, while women from Norway were generally in favour of the quota, women from New Zealand had strong objections towards it. The authors conclude that it is hard to say which strategy is better – while the quota has definitely succeeded in drastically changing the gender landscape of management in a short period of time in Norway, it may also result in women being pushed into positions they might not feel comfortable taking and negative evaluations of these women. Soft measures, on the other hand, work much slower or not at all, which results (among other things) in the need for women in senior management to adhere to masculine norms.
We would like to add another thought. First, while quotas certainly increase the quantity of women in management, it might not necessarily mean that their positions are equal in quality to those of their male counterparts. Our research suggests that these women might run the risk of finding themselves on a glass cliff. On the other hand, however, the think-manager-think-male stereotype is only going to change if women are equally represented in leadership positions – which might then very well make quotas unnecessary.