Battle of the Classes. Social Class and Work Status in Determining Women Director Appointments

Abstract

The literature on women on board of directors provides limited insights on how the social class origins of the women executives influence their selection on corporate boards and their career trajectories. Gender research in management has narrowly focused on the disadvantages women experience in the workplace. However, women's unique and complex social identities with multiple group memberships, such as social class and work status, can lead to paradoxical experiences in the workplace, with women experiencing both advantages and disadvantages. To shed new light on the role of multiple identities for women executives in gaining board directorship, I leverage the social classification based on “caste” in India. I develop a theoretical model to show the influence of social class, work status, and social class mobility in director selection market for women executives. The model predicts four distinct profiles of women executives and their outcomes in the director labor market. By using the intersectionality of social class and work status, I propose that women executives with high work status and low social class will be able to display their authority and dominance in the workplace and craft credible professional executive images at work, and hence will be buffered from the stereotypic bias of incompetence due to gender and social class. In contrast, for women directors with high social class but low work status, high social class will mitigate the adverse effects of low work status by signaling their high social capital through their homophilic kinship ties. Moreover, the director appointments of women executives with lower work status will allow upward mobility of these director profiles and improve their future career prospects in the corporate elite.