The gender gap in gender-inclusive leadership practices: what men say they do and what women just don't see

Purpose This study explores the engagement of male executives in gender-inclusive leadership practices within the normative constraints of the gendered organisation. Design/methodology/approach We developed a questionnaire focused on gender-inclusive leadership practices. A total of 1,205 executives in Switzerland completed the anonymous online survey. Male managers self-rated the questionnaire, while female managers assessed their external perspectives on men's engagement in gender-inclusive leadership practices. The data is analysed using variable cluster analysis. Findings Findings indicate that male executives are more likely to engage in practices that facilitate work-life integration and demand fairness, but less likely to support and promote women. Furthermore, they are notably critical of measures that challenge the status quo. Women are significantly more critical in their ratings, particularly concerning men's engagement with gender equality in public. Practical implications Insights into male executives' engagement with gender-inclusive leadership practices offer vital information for tailored training and intervention. Moreover, a clear understanding of the discrepancy between women's and men's perspectives fosters dialogue and is crucial for developing an inclusive climate. Social implications As women remain underrepresented in higher organisational echelons, the findings support both the debate and further interventions for organisational transformation towards inclusion. Originality/value This study contributes to recent debates on inclusive leadership. By contextualising the actions and inactions of male managers in the gendered organisation, the findings reveal that male executives are engaged in stabilising the status quo.