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INTRODUCING THE CORPORATE DIVERSITY RESPONSIBILITY™ (CDR™) CONCEPT
Abstract
This paper draw on the research to revisit the issue of why (and how) we may still need more female managers or, simply, leadership behaviour based on female (leadership) values. On that basis, the concept of Corporate Diversity Responsibility (CDR) is introduced and discussed. Fagerland, Benja Stig og Drejer, Anders (2018): The SHEconomy movement ten years after – review and reflection
... In addition, Fagerland and Drejer (2018) provided a brief history of management and organizational theory and proposed a new framework for female/male leadership behaviour based upon the values and philosophies of Management 1.0 which they identified as a "Male Characteristic" and Management 2.0 which was identified as a "Female Characteristic." The female/male leadership behaviour framework compared the gender and management philosophy characteristics according to five dimensions. ...
... Management 1.0 views a hierarchical organization as a conglomeration of parts that need to be monitored, fixed, and replaced,which recognizes individual performance, and supports an organizational culture that includes a competitive environment and employee politics (Appelo, 2016). Appelo's view of Management 1.0 is consistent with what Fagerland and Drejer (2018) referred to as Management 1.0's organizational form of a machine bureacracy setting in their female/male leadership behaviour framework, and with having individual units of measurement. Management 2.0 is described as "Doing the right thing but with (an) old-fashioned top-down hierarchy" (Management30.com, ...
... Thus, the aforementioned Management 3.0 perspectives are akin to the philosophy identified as the female leader's role in Management 2.0 in the framework of female/male leadership behaviour proposed by Fagerland and Drejer (2018). Further, the Management 3.0 philosophy and practices (Appelo 2011; are also congruent with the new model and framework areas proposed in our current paper which will be discussed in the following sections of this paper. ...
There were three main purposes of this article.
First, we discussed the relevance of the gender confidence gap in today’s society as part of the larger gender inequities in leadership in business and politics around the world.
Next, we presented reasons for the gender confidence gap including stereotypes in advertising, entertainment, and in the workplace. We defined key concepts related to women’s confidence, including self-esteem, perfectionism, risk taking, and self-efficacy and related these ideas to early socialization of girls and to women who need more confidence to become leaders. We also presented major situational barriers to women becoming business leaders in industrialized nations related to corporate culture and lack of support for work-life balance. We also defined and discussed women’s economic empowerment in developing nations and described the Ipsos’ Twelve (12) Dimension Women’s Empowerment (WE) Framework. In addition, we discussed some Ipsos case studies on corporate and nonprofit interventions intended to generate women’s economic empowerment in developing nations.
Based upon our research review, we presented a new set of propositions and “The 360 Degree SHEconomy® Confidence Domains Framework of Women’s Leadership and Economic Empowerment.”
Previous research has provided evidence that closing the gender gap in the workplace can generate more company innovation, greater corporate social responsibility, and better firm financial performance which can lead to increasing the economic growth (GDP) of nations (Vaccaro, Fagerland, Cohn, 2019).
The research findings of studies discussed in this article confirm that providing women with the right training (e.g. on confidence and business skills) along with access to resources and mentor networks can lead to increased confidence and economic empowerment in women. Training and interventions that lead to more participation by women in business and in the community can have a ripple effect. Economic empowerment of women, working together with men, can lead to the generation of innovative solutions to problems that benefit society. These solutions have the potential to provide economic, social, health and well-being benefits at the individual, household, and community levels which can stimulate economic growth in both industrialized nations and developing countries around the world.
In “The Global Gender Gap Report 2018,” Klaus Schwab, Founder and Executive Chairman, World Economic Forum, wrote: “The equal contribution of women and men in this process of deep economic and societal transformation is critical. More than ever, societies cannot afford to lose out on the skills, ideas and perspectives of half of humanity to realize the promise of a more prosperous and humancentric future that well-governed innovation and technology can bring” (World Economic Forum, 2018, p. 2).
It is everyone’s responsibility to close to the gender gap, empower women, and to harvest the benefits of a better society. Our research review, propositions, and The 360 Degree SHEconomy® Confidence Domains Framework of Women’s Leadership and Economic Empowerment that we developed provide support for the value that economically empowered women can bring to benefit humankind.
... In addition, Fagerland and Drejer (2018) provided a brief history of management and organizational theory and proposed a new framework for female/male leadership behaviour based upon the values and philosophies of Management 1.0 which they identified as a "Male Characteristic" and Management 2.0 which was identified as a "Female Characteristic." The female/male leadership behaviour framework compared the gender and management philosophy characteristics according to five dimensions. ...
... Management 1.0 views a hierarchical organization as a conglomeration of parts that need to be monitored, fixed, and replaced,which recognizes individual performance, and supports an organizational culture that includes a competitive environment and employee politics (Appelo, 2016). Appelo's view of Management 1.0 is consistent with what Fagerland and Drejer (2018) referred to as Management 1.0's organizational form of a machine bureacracy setting in their female/male leadership behaviour framework, and with having individual units of measurement. Management 2.0 is described as "Doing the right thing but with (an) old-fashioned top-down hierarchy" (Management30.com, ...
... Thus, the aforementioned Management 3.0 perspectives are akin to the philosophy identified as the female leader's role in Management 2.0 in the framework of female/male leadership behaviour proposed by Fagerland and Drejer (2018). Further, the Management 3.0 philosophy and practices (Appelo 2011; are also congruent with the new model and framework areas proposed in our current paper which will be discussed in the following sections of this paper. ...
Problem definition: Our paper builds upon the philosophical perspectives mainly related to organizational form and innovative performance in the Female/Male Leadership Behaviour. Based upon the in-depth literature review provided in this paper, we also propose the new SHEconomy - Management 3.0 Benefit Framework of Gender Diverse Leadership for Greater Innovation, Social Responsibility, and Firm Financial Performance (which we can refer to as the SHEconomy ICF Leadership Benefit Framework or just SHEconomy ICF Framework).
Methodology: Analysis of literature (theory) and experience-based information - ie not empirical. Introduction of a; New model and framework.
Abstract/Result/conclusion: Overall, in conclusion, there is a tremendous amount of research and work that needs to be done to reduce the gender gap in business, politics, and other arenas to helping to make the world a better place for humankind and to protect the sustainability of our planet.
The term “SHEconomy” -which blends the words “she” and “economy” - appeared in a 2010 Time Magazine story to represent women’s growing economic power at work and in the marketplace. SHEconomy was predicted by Intuit to be the number three trend in a forecast of top twenty demographic trends within the next decade . According to the Intuit 2020 Report, “women, especially in emerging markets, will be a dominant force in the global market – taking increased leadership responsibilities across business, government, and education
In the early 2000s, the SHEconomy® idea was introduced in Europe and in the Nordic by Fagerland (Ilo.org, 2005; Eliassen, 2003). In 2003, Benja Fagerland, then Gender Equality Manager at the NHO (Confederation of Norwegian Business and Industry) developed a Female Future program to raise the percentage of qualified women as board members (to a quota of 40%) and to increase top management positions at companies in Norway (Ilo.org, 2005; Drake, 2003; EIGE.europa.eu, 2012; Roberts, 2008). The ideas were inspired in part from womenomics in Japan (Matsui et al.,1999). In 2008, the ideas were adopted by Spain and were being considered in Germany, and in 2011 France, Italy, the U.K. and other countries were considering quotas to require more female board members (Fagerland, 2008; Pagano, 2012). In 2012, Fagerland also brought these ideas to Australia for The 100 Percent initiative (Weischer, 2012) and to the United Nations to promote women in the organisation’s leading bodies (berlingske.dk, 2005, 2012). In 2015, the first book was published about SHEconomy® in Norway (Fagerland and Bryn Rambøl, 2015). In addition, there was a reflection on the past ten years of the SHEconomy with an updated perspective (Drejer and Fagerland, 2018, EJM) (Vaccaro, Fagerland, Y. Cohn, 2019).
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