Breaking Gender Barriers and Communication in the Workplace
This paper examines gender barriers in the workplace, tracing their roots to women's entry into the workforce during World War II and analyzing how they persist today despite legal mandates for equality. Drawing on research in leadership style, biology, and organizational behavior, the paper contrasts male and female leadership tendencies and identifies the scientific and sociological factors that reinforce these differences. It then outlines practical, cost-effective strategies — including open communication, awareness training, seminars, and workshops — for reducing gender bias and fostering a more equitable workplace. The paper concludes that embracing diverse leadership styles, rather than viewing them as obstacles, can strengthen organizations as a unified whole.
- Introduction: Gender Barriers and the Modern Workplace: Historical roots and persistence of workplace gender barriers
- Male vs. Female Leadership Styles: Scientific and sociological differences in leadership between sexes
- Pinpointing and Eliminating Gender Barriers: Strategies using open communication and awareness training
- Looking Toward the Future: Reframing gender differences as complementary workplace strengths
✍️ How to write this paper — guide, tools & examples ▾
What makes this paper effective
- The paper grounds its argument in peer-reviewed and organizational research (Eagly & Johnson, Catalyst, Riggio), giving empirical weight to claims about leadership style differences.
- It maintains a constructive, solution-oriented tone throughout, moving logically from problem identification to practical remedies rather than simply cataloguing inequalities.
- The use of concrete examples — seminars, workshops, in-house speakers — makes the recommendations actionable and relatable to a general business audience.
Key academic technique demonstrated
The paper demonstrates effective synthesis of multiple sources to build a layered argument. Rather than citing each source in isolation, the writer weaves together biological, sociological, and organizational findings to show that gender barriers are multi-causal. This technique allows the conclusion — that awareness and open communication can address those causes — to feel well-supported rather than prescriptive.
Structure breakdown
The paper opens with a historical framing that contextualizes modern workplace gender dynamics, then pivots to a research-driven section on leadership style differences. A third section identifies specific barriers and proposes communication-based strategies to eliminate them. A brief but purposeful conclusion reframes gender differences as complementary rather than problematic. This four-part arc — context, evidence, strategy, resolution — is a reliable and clear model for short argumentative essays in business or social science courses.
Introduction: Gender Barriers and the Modern Workplace
Gender barriers have existed within the workplace ever since women in America left the home and entered the workforce during World War II. Like any new experience of empowerment, when the men came home, the country's women were wholly a changed group. Women had entered the workforce, and they were there to stay, despite the misgivings of much of the male population. While the working environment today is certainly far different — and far improved — from those initial days, the truth remains that gender inequality within the business world is still vastly relevant, despite mandated government equality rules. Though men and women enter the same workplaces every day to do the same jobs, certain gender barriers continue to exist. Understanding this facet of the business world allows us to better consider how these barriers can be remedied or eliminated by examining the scientific differences between men and women in terms of leadership styles, and by working to utilize those different styles to strategize for complete gender equality in the workplace.
References
Catalyst. (2005). Women take care, men take charge: Stereotyping of U.S. business leaders exposed. Retrieved from
Eagly, A., and Johnson, B. (1990). Gender and leadership style: A meta-analysis. Center for Health, Intervention and Prevention (CHIP). Retrieved from http://digitalcommons.uconn.edu/cgi/viewcontent.cgi?article=1010
Price, K., Schmidt, S., and Stitt, C. (1983). Sex of leader, leader behavior and subordinate satisfaction. Sex Roles, 9(1), 31–42. Retrieved from http://temple.academia.edu/stuartschmidt/Papers/527541/Sex_of_leader_leader_behavior_and_subordinate_satisfaction
Riggio, R. (2010). Do men and women lead differently? Who's better? Cutting Edge Leadership. Retrieved from http://www.psychologytoday.com/blog/cutting-edge-leadership/201003/do-men-and-women-lead-differently-whos-better
Russell, S. (2010). Gender communication issues in the workplace. Retrieved from
Sanders, J. (2000). Beware of gender stereotypes in the workplace. Empowerment Enterprises. Retrieved from http://www.hodu.com/stereotypes.shtml
Already a member? Log in
Unlock the rest of this paper
135,000+ research papers · AI writing tools · Plagiarism & AI detection
7-Day Pass
Does not renew
Get 7-Day PassMonthly
Renews at $12.99/month until canceled
Start MonthlyAnnual
Renews at $99/year until canceled
Start Annual- Unlimited AI writing tools
- Plagiarism and AI text detection tool
Plan details
Unlimited AI writing tools are for individual, non-automated use and are subject to our Terms of Service and abuse-prevention measures.
TextChecker scans: 3 during the 7-Day Pass, or 5 per month with Monthly and Annual.
Prices exclude applicable tax.
Always verify citation format against your institution’s current style guide requirements.