By Jonathan H. Westover, PhD
Abstract: This article explores the "glass walls" women freelancers and entrepreneurs perceive as barriers to their professional advancement and business development, through an examination of existing research on unconscious gender biases and social norms that delineate how subtle stereotypes associate leadership more readily with masculine traits, undermining some women's confidence in their expertise while also revealing studies that show this dynamic hinders women's self-promotion and willingness to position themselves as prospective business owners. Additionally, it investigates how closely-knit 'old boy's clubs' and networking traditions privileging stereotypically masculine social activities disadvantage women seeking clients within their industries, while organizational dynamics like homogenous cultures and family-unfriendly policies unintentionally exacerbate these issues, limiting women's access to opportunity. It concludes by outlining practical, research-backed strategies organizations can implement to break down glass walls through inclusive practices such as auditing for biases, establishing mentorship programs, and showcasing female role models, sending a strong message that all entrepreneurs will find supportive communities where talent alone determines success through a judicious, data-driven approach that progressively advances equity within the freelance sphere.
The freelance economy has grown exponentially in recent years, disrupting traditional work models and providing opportunities for flexible careers. While freelancing allows for autonomy and independence, some research shows potential challenges unique to women pursuing freelance work.
Today we will explore how perceived "glass walls" can negatively impact women entrepreneurs and independent contractors. Specifically, it will examine barriers to business development opportunities, networking, and client acquisition experienced by many female freelancers, and will outline specific, practical steps organizations can take to break down glass walls and support women building thriving freelance careers.
Perceived Barriers to Business Development
Existing research points to perceived barriers that hinder women freelancers from fully capitalizing on business development and networking opportunities. For example, clinical psychologist Virginia Valian's research into "unchallenged mental models" found both men and women unconsciously associate leadership and competence more readily with stereotypically masculine traits (1998). Similarly, social role theory proposes entrenched cultural norms associate women more with communal roles like caregiver rather than agentic leadership (Eagly & Karau, 2002). As a result, some studies show women struggle with being perceived as experts and authorities in their fields (Brescoll, 2016; Schmader et al., 2007).
These subtle biases manifest in glass walls that hamper women freelancers' confidence and capacity to self-promote. For instance, in a survey of over 1,000 independent professionals, Clarion Research found women were less likely than men to consider themselves entrepreneurial or see themselves as prospective business owners (Clarion Research, 2014). Their reluctance to position themselves as experts likely stems, at least in part, from chronic uncertainty about how potential clients may receive direct pitches from women versus men. Interestingly, some women reported feeling more comfortable with sales and business development roles once they had children, perhaps because motherhood signals competence in a traditionally feminine way (Clarion Research, 2014). These findings suggestglass walls stem partly from women internalizing dominant perceptions of appropriate gender roles rather than innate abilities.
Networking Challenges and Limited Access to Client Opportunities
Research shows networking comprises a vital avenue for client acquisition, yet glass walls also interfere with women effectively leveraging industry connections. For instance, a study of United Kingdom freelancers found persistent homophily, or preference for similar others, created "old boy's clubs" where men disproportionately helped other men (D’Agostino & Levi-Faur, 2016). Similarly, some research indicates many organizations implicitly prioritize bonding social capital within traditionally masculine organizational cultures through activities like sports discussions that exclude some women (Ibarra, 1992).
These dynamics disadvantage women seeking clients within closely knit industry networks. For example, a survey of tech freelancers revealed women obtained over 30% fewer clients through conferences, events, and meetups than male peers (Bivens, 2017). Additionally, women of color faced even steeper challenges, with a study finding Black women founders received less than 1% of total venture capital funding (DigitalUndivided and Project Diane, 2019). Such disparities stem partly from stereotypes associating leadership and competence more readily with masculine norms that marginalize some women (Eagly & Karau, 2002; Ridgeway & Correll, 2004).
Organizational Contributors to the Glass Wall Phenomenon
While unconscious biases emerge from broader cultural influences, organizations unintentionally exacerbate glass walls through common practices. For one, client pitch and sales quotas disproportionately favor individuals able to utilize traditional networking activities based on "drinking culture" (Ibarra, 1992). They also privilege employees or freelancers able to take on extensive travel or evening/weekend work, disadvantages facing many caregivers who are disproportionately women. As a result, female freelancers seeking 9-5 client work find it harder to break into some male-dominated fields and earn a sustainable income (Clarion Research, 2014).
Additionally, homogenous organizational cultures where leadership and staff primarily mirror dominant demographics create an "in-group/out-group" effect (Ibarra, 1992). This psychological phenomenon results in the in-group (e.g. white men) benefiting from benefit of the doubt and assumptions of competence that out-groups (e.g. women, minorities) often lack. In turn, out-groups must work harder to prove themselves. For freelancers and entrepreneurs, such subtle biases within influential organizations translate to lost clients, deals, and opportunities (Williams & Dempsey, 2014).
Practical Steps for Organizations
Given organizations play an unintentional role in glass wall phenomena, they can also take deliberate steps to break down barriers for women entrepreneurs and independent professionals. Some helpful actions include:
Audit business practices for unintended biases. Do client referral programs, procurement processes, and networking events implicitly favor certain demographics? Adjust as needed to promote inclusion.
Partner with female-focused organizations and recruit diverse freelance talent. Form strategic relationships with groups like Women in Technology to identify women-owned small businesses for subcontracting work or sponsorships.
Establish mentorship programs connecting experienced women professionals as advisors for up-and-coming freelancers. Provide guidance on self-promotion, sales, and breaking into new industries.
Train HR and procurement teams on recognizing subtle biases using evidence-based workshops. Educate on challenges facing women and minority-owned businesses to foster fairness.
Implement family-friendly client acquisition policies. Consider virtual attendance or recording optional for events requiring travel and adjust sales quotas to accommodate caregivers.
Highlight diverse role models within your organization. Feature women in leadership through case studies and testimonials on your website and marketing materials.
Track vendor spending and conduct bias audits. Set numerical goals to steadily increase contracts awarded to women- and minority-owned companies over time. Hold yourselves accountable with data.
These organizational behavior changes create an equitable environment where all independent professionals, regardless of gender or background, can fully develop their freelance skills, networks, and businesses. While glass walls originate from broader societal influences, concerted efforts within companies break down structural barriers and make opportunity more accessible.
Conclusion
As the freelance economy grows in scope and strategic importance for businesses, addressing equity remains vital for a sustainable future. While perceived glass walls present complex, intertwined challenges, targeted organizational actions can help counter their negative influence. By auditing practices, establishing supportive policies, forming strategic partnerships, and showcasing diverse role models, companies send a strong message that all entrepreneurs and independent contractors will find a welcoming community. With patience and data-driven adjustments over time, these steps chip away at subtle biases and barriers limiting women from reaching their full potential. Ultimately, proactive leadership within influential organizations builds a more open and just marketplace where talent and merit alone determine success.
References
Bivens, R. (2017, March 27). The gender gap in tech extends to freelancing. Digital income. https://www.digitalincome.com/blog/gender-gap-tech-freelancing
Brescoll, V. L. (2016). Leading with their hearts? How gender stereotypes of emotion lead to biased evaluations of female leaders. The Leadership Quarterly, 27(3), 415–428. https://doi.org/10.1016/j.leaqua.2016.02.005
Clarion Research. (2014). Freelance career path survey results (USA). Clarion Research. https://clarionresearch.com/freelance-career-path-survey-results-usa/
D’Agostino, G., & Levi-Faur, D. (2016). Gender inequality in task selection and performance: The case of UK freelancers. Policy Studies, 37(2), 135–153. https://doi.org/10.1080/01442872.2015.1118544
DigitalUndivided, & Project Diane. (2019). The state of Black women founders. DigitalUndivided. https://www.projectdiane.com/state-of-black-women-founders
Eagly, A. H., & Karau, S. J. (2002). Role congruity theory of prejudice toward female leaders. Psychological Review, 109(3), 573–598. https://doi.org/10.1037/0033-295X.109.3.573
Ibarra, H. (1992). Homophily and differential returns: Sex differences in network structure and access in an advertising firm. Administrative Science Quarterly, 37(3), 422. https://doi.org/10.2307/2393451
Ridgeway, C. L., & Correll, S. J. (2004). Unpacking the gender system: A theoretical perspective on gender beliefs and social relations. Gender & Society, 18(4), 510–531. https://doi.org/10.1177/0891243204265269
Schmader, T., Whitehead, J., & Wysocki, V. H. (2007). A linguistic comparison of letters of recommendation for male and female chemistry and biochemistry job applicants. Sex Roles, 57(7-8), 509–514. https://doi.org/10.1007/s11199-007-9286-x
Valian, V. (1998). Why so slow? The advancement of women. MIT Press.
Williams, C. L., & Dempsey, R. (2014). The glass escalator: Hidden benefits for men in female-dominated occupations. Journal of Social Issues, 70(3), 624–639. https://doi.org/10.1111/josi.12071
Jonathan H. Westover, PhD is Chief Academic & Learning Officer (HCI Academy); Chair/Professor, Organizational Leadership (UVU); OD Consultant (Human Capital Innovations). Read Jonathan Westover's executive profile here.
Suggested Citation: Westover, J. H. (2024). Breaking Through the Glass Wall: How Organizations Can Support Women Freelancers. Human Capital Leadership Review, 11(3). doi.org/10.70175/hclreview.2020.11.3.3
