Pay and promotion discrimination for women continues within the U . s . States. Women earn under similarly qualified males, often operate in jobs and job game titles that pay less, and therefore are underrepresented in senior management ranks, including CEO and board positions. Even though the extent of gender-based career discrimination has rejected somewhat in the last several decades, its persistence boosts fundamental questions why women are apparently disadvantaged. This note seeks to know women's under representation in senior management ranks by going through the relationship between gender and power dynamics. An essential question about getting power is when the guidelines of the overall game differ, when they do, for males and women. When the rules are very different or operate with techniques that disadvantage women, what should or could women do in order to develop a road to power? There's extensive research on women's getting positions of power as well as a great deal of evidence to know the actual systems that partially explain why women are, normally, less effective as similarly qualified males in dealing with senior level positions or generating comparable salaries. This note reviews probably the most relevant data on these questions. It possesses a summary from the existing social science theory and evidence that can help elucidate the related problems with gender, power, and career success.
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