An analysis of male cultural hegemony in senior management in UK academia

Abstract

This article examines how academia in the UK is created and perpetuated by men for men. It is based on three of the author’s research projects whose findings indicate patterns of discrimination in UK Higher Education (HE) institutes. The research projects collected both qualitative and quantitative data. The qualitative research involved in-depth semi-structured interviews with 80 academics, both women and men at all levels in the UK academic hierarchy. The quantitative research was undertaken via a website survey of the profiles of senior managers in UK HE institutes. The hypothesis is explored that an important mechanism for the continued narrow male-dominated senior management of HE is the disjuncture between formal and informal processes around university promotion. On the one hand, while transparent formal processes seek to locate promotions policies within Equal Opportunity (EO) legislation, other important informal processes are opaque, if not invisible, e.g. definitions of merit, and ways of fostering career development. Rather, these latter rely on particular forms of self-promotion, promotion by certain influential others, and subjective interpretation of policies in a way that tends to marginalise women. It is argued that male cultural hegemony, in replicating itself, perpetuates structures and practices that are insular and designed to primarily benefit a narrow group of men in senior management. These tend to be predominantly, from the disciplines in the physical sciences or engineering where men predominate. It argues that women need to challenge these structures and processes to make universities more compatible with the aspirations of women in academia and to make them more successful institutionally.