Journal of Social Issues, Vol. 74, No. 3, 2018, pp. 422--448 doi: 10.1111/josi.12289 This article is part of the Special Issue “Work as a Masculinity Contest,” Jennifer L. Berdahl, Marianne Cooper, and Peter Glick (Special Issue Editors). For a full listing of Special Issue papers, see: http://onlinelibrary.wiley.com/ doi/10.1111/josi.2018.74.issue-3/issuetoc. Work as a Masculinity Contest ∗ Jennifer L. Berdahl University of British Columbia Marianne Cooper Stanford University Peter Glick Lawrence University Robert W. Livingston Harvard University Joan C. Williams University of California–Hastings College of the Law We propose that a key reason why the workplace gender revolution has stalled (England, 2010) is that work remains the site of masculinity contests among men. In this article, we outline a theoretical framework for thinking about work as a masculinity contest, beginning with a brief review of scholarship on masculinity and exploring how the workplace is a context in which men feel particular pressure to prove themselves as “real men.” We identify different dimensions of masculinity along which employees may compete and how the competition may differ by work context. We propose that organizations with Masculinity Contest Cultures (MCCs) represent dysfunctional organizational climates (e.g., rife with toxic leadership, bullying, harassment) associated with poor individual outcomes for men as well as women (e.g., burnout, low organizational dedication, lower well-being). We discuss how papers in this special issue contribute insight into MCCs and end with ∗ Correspondence concerning this article should be addressed to Jennifer L. Berdahl, Professor of Leadership Studies: Gender and Diversity, Sauder School of Business, University of British Columbia, 674–2053 Main Mall, Vancouver, BC Canada V6T 1Z2 [e-mail:
[email protected]].