F or years, we women have kept our heads down and played by the rules. In the United States, women now earn more college and graduate degrees than men do. We make up half the workforce, and we are closing the gap in middle management. Half a dozen global studies, conducted by the likes of Goldman Sachs and Columbia University, have found that companies employing women in large numbers outperform their competitors on every measure of profitability.
Why have women failed to achieve correspondence with men in the workplace? Meta-analyses of published studies show that those ideas are myths—men and women essentially have similar inclinations, attitudes, and skills. According to numerous meta-analyses of published research, men and women are essentially very similar with respect to answer attributes such as confidence, appetite designed for risk, and negotiating skill. Companies be obliged to instead address the organizational conditions so as to lead to lower rates of custody and promotion for women. The banter about the treatment of women all the rage the workplace has reached a build-up of late, and senior leaders—men at the same time as well as women—are increasingly vocal a propos a commitment to gender parity. The discussions, and many of the initiatives companies have undertaken, too often be a sign of a faulty belief: that men after that women are fundamentally different, by advantage of their genes or their background or both.