Middle Managers Progressing Gender Equality

Drawing on the experiences and knowledge of almost 300 managers in four public sector jurisdictions, this report examines the role that middle managers play in operationalising gender equity-focused policies and provides suggested actions to drive best practice. 

The report examines the differing approaches employed by managers and organisations to progress gender equity in eight public sector organisations and to encourage the sharing of best practices. The researchers found that the public sector is deeply committed to progressing gender equity and has driven positive initiatives to implement gender-inclusive practice. The report identifies a range of innovative solutions being undertaken, including embedding gender supportive processes in the immediate workplace and across wider human resource processes. 

The report of the findings can be accessed here

An excerpt of this report, The Role of Middle Managers in Progressing Gender Equity: A leading practice guide can be accessed here.  

Dr Williamson briefly discusses leading practices to progress gender equity here

Other publications on arising from the project: 

  • Williamson S; Colley L; Foley M, 2019, 'Human resource devolution, decoupling and incoherence: how line managers manage gender equality reforms', Public Management Review, pp. 1 - 1, http://dx.doi.org/10.1080/14719037.2019.1642951 

  • Williamson S, 2019, 'Backlash, gender fatigue and organisational change: AIRAANZ 2019 presidential address', Labour & Industry: A journal of the social and economic relations of work, pp. 1 - 11, http://dx.doi.org/10.1080/10301763.2019.1677202 

This project was funded by the Australian and New Zealand School of Government and the New South Wales, Queensland, South Australia and Tasmanian governments. 

Organisational units