Report on Gender Disparities in Workplace Advancement and Alignment with Sustainable Development Goals

Introduction: The “Broken Rung” Phenomenon and its Conflict with SDG 5

A significant challenge to achieving gender equality in the workplace is the phenomenon known as the “broken rung,” where the representation of women diminishes at each level of career progression. This trend directly undermines the objectives of Sustainable Development Goal 5 (Gender Equality). Empirical data highlights the severity of this issue:

• A 2023 McKinsey report found that only 28% of C-suite positions were held by women.
• Data from the same year revealed that women held CEO positions at approximately 10% of Fortune 500 companies.
• This disparity signifies a systemic barrier to women’s advancement, directly contravening SDG Target 5.5, which calls for women’s full participation and equal opportunities for leadership in economic life.

Research Findings on the Competition Gender Gap and SDG 8

Research indicates that this leadership gap is partly attributable to a lower propensity among women to compete for high-status roles compared to their equally qualified male counterparts. This “competition gender gap” hinders progress toward Sustainable Development Goal 8 (Decent Work and Economic Growth) by impeding the full utilization of the female workforce. Key factors contributing to this reluctance include:

• Adherence to social and cultural norms that may discourage female competitiveness, such as the expectation of “feminine niceness.”
• Potential fear of social backlash for defying gender-based behavioral expectations.

A study investigated whether highlighting this gender gap could motivate women to compete through a mechanism known as stereotype reactance, where awareness of a stereotype inspires individuals to defy it.

Experimental Methodology

To test this hypothesis, researchers conducted a three-part experiment designed to measure choices regarding competition and the impact of an informational intervention.

1. Approximately 1,000 participants (500 women and 500 men) engaged in an online math game with performance-based payments.
2. In the first round, all participants received a fixed, non-competitive payment. In the second round, they were placed into a mandatory competitive payment structure.
3. For the third round, participants were asked to choose their preferred payment structure (competitive or non-competitive). One cohort (the treatment group) received a message highlighting the competition gender gap, while a control group did not.

Results and Implications for SDG Targets

The results demonstrate a viable strategy for promoting behaviors that align with the targets of SDG 5 and SDG 8.

• Control Group: A significant disparity was observed, reflecting the real-world challenge to SDG 5. Just under 25% of women chose the competitive payment option, compared to nearly 50% of men.
• Treatment Group: The intervention effectively eliminated the gender gap in competitive choice. The percentage of women opting for competition rose to 56%, slightly exceeding the 54% of men who chose the same option.
• Conclusion for SDGs: The findings suggest that making women aware of gender-based stereotypes in competition can serve as a powerful motivator. This insight offers a practical strategy for organizations to foster an environment that encourages female ambition, thereby advancing SDG Target 5.5 (equal leadership opportunities) and SDG Target 8.5 (full and productive employment for all). A follow-up survey confirmed that the message on gender stereotypes was the primary motivator for women in the treatment group.

Analysis of Sustainable Development Goals in the Article

1. Which SDGs are addressed or connected to the issues highlighted in the article?

   The article primarily addresses issues related to gender inequality in the professional sphere, which connects to several Sustainable Development Goals (SDGs) focused on equality, economic growth, and decent work.

   • SDG 5: Gender Equality – This is the most central SDG to the article. The entire discussion revolves around the “broken rung” problem, where women’s representation decreases at higher levels of the corporate ladder. The article explicitly discusses the gender gap in competition for promotions and high-status roles, which is a core issue of gender equality in the economic sphere.
   • SDG 8: Decent Work and Economic Growth – The article touches upon fair opportunities for career advancement and promotion, which are key components of decent work. The reluctance of equally qualified women to compete for higher-paying roles affects their economic growth and full participation in the workforce, which is a concern under SDG 8.
   • SDG 10: Reduced Inequalities – The article highlights a specific inequality between men and women in the workplace. The “competition gender gap” is a manifestation of unequal opportunities for economic advancement based on gender, which SDG 10 aims to eliminate.

2. What specific targets under those SDGs can be identified based on the article’s content?

   The article’s content allows for the identification of specific targets that aim to address the problems described.

   • Target 5.5: Ensure women’s full and effective participation and equal opportunities for leadership at all levels of decision-making in political, economic and public life. The article directly relates to this target by highlighting the low representation of women in senior leadership. It states that only “28 percent of women had reached the C-suite level” and “about 10 percent of Fortune 500 companies had a female CEO,” which are clear examples of the lack of full participation and equal opportunities for leadership in economic life.
   • Target 8.5: By 2030, achieve full and productive employment and decent work for all women and men… and equal pay for work of equal value. The research discussed in the article, where “women are less likely than equally qualified men to compete for high-status roles or promotions,” points to a barrier to achieving full and productive employment for women. The experiment’s choice between a “noncompetitive, fixed rate” and a “competitive payment” directly relates to opportunities for higher pay and, by extension, the principle of equal opportunity for work of equal value.
   • Target 10.2: By 2030, empower and promote the social, economic and political inclusion of all, irrespective of… sex… The article’s focus on the “broken rung” problem and the social norms that hold women back from competing for promotions is directly about the lack of economic inclusion for women. The research finding that highlighting stereotypes can motivate women to compete is a method of empowering them to overcome these barriers and promote their inclusion.

3. Are there any indicators mentioned or implied in the article that can be used to measure progress towards the identified targets?

   Yes, the article mentions and implies several quantitative and qualitative indicators that can be used to measure progress.

   • Indicator for Target 5.5: The official indicator 5.5.2 (Proportion of women in managerial positions) is directly referenced in the article. The statistics provided—”28 percent of women had reached the C-suite level” and “10 percent of Fortune 500 companies had a female CEO”—are concrete data points for this indicator, measuring the presence of women at the highest levels of management.
   • Implied Indicator for Target 8.5: The article implies an indicator related to the gender gap in seeking competitive roles and promotions. The experiment measured this directly: “In the control group, just under a quarter of women chose the competitive payment, versus nearly half of men.” Tracking the percentage of men and women who apply for promotions or opt for performance-based pay structures could serve as a practical indicator of equal opportunity for advancement.
   • Implied Indicator for Target 10.2: An implied indicator is the rate of career progression for women compared to men. The concept of the “broken rung” where women’s “numbers dwindle at each rung of the organizational ladder” suggests that progress could be measured by tracking and comparing the promotion rates of men and women from entry-level positions upwards to ensure equitable advancement.

SDGs, Targets, and Indicators Summary

Source: chicagobooth.edu