Keywords
gender dynamics, upward influence, nonprofit leadership, organizational culture, career progression, impression management
Abstract
This study explores gender-based differences in the perceptions and outcomes of upward influence strategies within nonprofit organizations. Using qualitative thematic analysis grounded in Social Role Theory and Impression Management Theory, this research draws from structured questionnaires and semi-structured interviews with 37 professionals across diverse nonprofit sectors. Findings reveal that men’s influence efforts are more frequently perceived as credible and authoritative, while similar strategies used by women are often subjected to increased scrutiny and bias. Key themes include gendered influence styles, differential recognition and credibility, mental and emotional labor, organizational gatekeeping, leadership receptivity, and informal networks. The study contributes to understanding how structural and cultural dynamics perpetuate gender disparities in influence, recognition, and career advancement. Practical implications include updating organizational policies to mitigate bias, enhancing leader awareness, and establishing formal mechanisms to support women’s leadership development.
Recommended Citation
Berg, Carrie Ed.D.
(2026)
"Gender Dynamics in Upward Influence: Career Outcomes and Organizational Implications,"
Journal of Nonprofit Innovation: Vol. 6:
Iss.
1, Article 10.
Available at:
https://scholarsarchive.byu.edu/joni/vol6/iss1/10
Included in
Diversity, Equity, and Inclusion Commons, Gender and Sexuality Commons, Leadership Studies Commons, Nonprofit Administration and Management Commons, Performance Management Commons, Training and Development Commons, Work, Economy and Organizations Commons