We propose that a key reason why the workplace gender revolution has stalled (England, 2010) is that work remains the site of masculinity contests among men. In this article, we outline a theoretical framework for thinking about work as a masculinity contest, beginning with a brief review of scholarship on masculinity and exploring how the workplace is a context in which men feel particular pressure to prove themselves as “real men.” We identify different dimensions of masculinity along which employees may compete and how the competition may differ by work context. We propose that organizations with Masculinity Contest Cultures (MCCs) represent dysfunctional organizational climates (e.g., rife with toxic leadership, bullying, harassment) associated with poor individual outcomes for men as well as women (e.g., burnout, low organizational dedication, lower well-being). We discuss how papers in this special issue contribute insight into MCCs and end with a discussion of the contributions made by conceptualizing work as a masculinity contest, and directions for future research.
Berdahl, Jennifer L., Marianne Cooper, Peter Glick, Robert W. Livingston, and Joan C. Williams. "Work as a Masculinity Contest." Journal of Social Issues 74.3 (September 2018): 422-448.