The Impact of Social Movements on Gender Leadership Dynamics

Abstract

Persistent inequities, such as gender leadership inequality, often require shocks to be remedied. Drawing on social movement theory, we develop hypotheses on female leadership changes in the workplace in response to the MeToo movement. Using a quasi-experimental approach, we compile and analyze a comprehensive dataset of individual career paths and firm characteristics. Results show an increase in female representation in leadership positions following the MeToo movement. This effect is moderated by factors such as individual industry backgrounds, career mobility, and industry gender composition at leadership levels. Post-MeToo, women saw a 40% increase in the likelihood of attaining leadership roles. Moving from non-IT roles into IT roles (27% increase) as well as moving from non-IT industry to IT industry (11% increase) benefited women post-MeToo. The MeToo movement had a more pronounced positive effect on women's career trajectories in organizations that already had a strong female presence in leadership (64% increase post-MeToo). Our findings provide valuable insights into how the MeToo movement influenced, as a secondary impact, workplace gender dynamics.

Keywords: Social movement theory, MeToo movement, Gender inequality, Workplace diversity, Career trajectory