ENGAGING MEN

Barriers and
Gender Norms

Geoffrey T. Kerr
Alixandra Pollack
Men are pivotal in the pursuit of gender equity. Because of well-known gender gaps in executive leadership
positions,1 men can be powerful stakeholders in their organizations. Their support can both expand and
accelerate progress toward ending gender inequities.2

However, even when men have the best intentions for supporting gender equity, opposing forces such as
personal barriers and gender norms can still undermine progress.3 For people to be effective advocates for
equity and change, it is important to understand these challenges and how to overcome them.

Catalyst’s landmark Engaging Men in Gender Initiatives research series was able to identify the barriers and
gender norms that many men face on their journey toward equity and inclusion. Let’s take a look at some of the
key findings.

Barriers
In the first study from the series,4 Catalyst researchers interviewed men leaders who were supporters of inclusion.
Findings pointed to three primary barriers that men face: apathy, fear, and real or perceived ignorance.5

APATHY Of the men interviewed, 74% said that apathy toward issues of gender equity is
a factor in men’s lack of action. They stated that some men were either simply
unconcerned or did not see a compelling reason to become actively involved in
DEI, or both.

FEAR 74% of men also said fear is a barrier and named three pathways:
• Fear of losing status if women were to achieve equality.
• Fear of making mistakes and being criticized when trying to take action
intended to reduce gender bias.
• Fear of negative judgments from other men.

IGNORANCE 51% of men interviewed believed that men don’t act because of either perceived
or actual ignorance, which makes them think that they are ill-equipped to advocate
for gender equity simply because they are men. Some interviewees suggested
that men are less aware of the issues around gender bias because they have never
been part of an oppressed group.

ENGAGING MEN: BARRIERS AND GENDER NORMS | 2

The good news? While the barriers are clear, so, too, are the solutions. The report highlighted five strategies
for combating these barriers.6

1. Identify and eliminate apathy.

Men are often apathetic toward gender equity because they incorrectly assume that gender bias does not
impact them. Our interviews suggested that men become apathetic because they do not understand the
personal cost of gender bias. However, as discussed below, men are also adversely affected by gender bias
with repercussions in both the workplace and their personal lives. Organizations can shine a spotlight on
how gender biases negatively affect men as well as how gender equity will not only help women, but will
benefit men, too.7

2. Gender equity should never be framed as a zero-sum game.

Counterintuitively, the dissemination of inclusion metrics can actually reinforce zero-sum thinking if
organizations do not properly frame the data. When information such as job demographics is presented as
men versus women, men may perceive a rise in the status of women as a decline in their own status.8

To avoid such consequences, workplaces need to consider that context and clear communication are vital.
• Organizations should consider implementing routine DEI progress reports, celebrating individual
talent, clearly stating policies regarding gender equity, and other methods of conveying the
importance of this work.
• When metrics are shared, share stories about the people behind them, too. Telling your organization’s
talent development story and highlighting success stories and models of leadership and career growth—
for women and men alike—can go a long way to helping people see increased diversity as a win-win,
rather than a sheer numbers game.

ENGAGING MEN: BARRIERS AND GENDER NORMS | 3

3. Men should be included in discussions of gender.
Catalyst has observed that women often participate in and lead DEI initiatives within their organization while
men may not feel welcome to participate in these discussions. Men may even feel as though they are part
of the problem.9 Such concerns may lead to a feedback loop that results in even fewer men participating.
Yet, the participation of men in these DEI discussions is critical for their success.

Organizations need to indicate to men that they play an essential role in creating inclusion in the workplace
and encourage men’s participation in DEI activities. Additionally, providing men with opportunities to
discuss gender issues in majority-men groups may reduce men’s concerns about making mistakes or being
judged as sexist.

4. Highlight respected men who advocate for gender equity.

Researchers have found that nearly all men (94%) experience some degree of masculine anxiety in the
workplace, potentially stifling their willingness to challenge sexist behaviors in the workplace.10 Showcasing
courageous role models, especially other men, who are challenging the status quo can provide an important
reassurance that men will not be perceived as less masculine for working toward gender equality.

In fact, it can show that being an inclusive leader will only help men’s careers and standing.11 As role models
speak up12 and masculine anxiety decreases,13 men are more willing to challenge sexist behaviors.

5. Provide men with learning opportunities.

Researchers also show that most men (86%) say they want to interrupt sexist behaviors in the workplace, but
far fewer men (31%) feel confident in doing so.14

As the first Engaging Men in Gender Initiatives report states, both “men-only [discussion] groups and
[groups] with women can help to boost men’s confidence and command regarding gender issues in the
workplace. Such learning opportunities can increase men’s inclination to take an active role in initiatives to
eliminate gender disparities in the workplace.”15

ENGAGING MEN: BARRIERS AND GENDER NORMS | 4

Gender Norms
Gender norms about how men and women should
behave also stymie progress toward equity and
inclusion. How men negotiate masculine norms is a
key determinant of whether they support or resist
efforts to foster equity and inclusion in the workplace.
Gender norms contribute to masculine anxiety, and
as masculine anxiety increases, the likelihood of men
standing up to sexist behavior decreases.16

Additionally, a combative culture in the workplace—one

where employees seek to dominate one another and
value is placed on power, authority, and status17—can
exacerbate masculine anxiety and further deter men
from interrupting sexist behavior.18 So, it’s important to
understand the masculine norms that can contribute
to masculine anxiety and combative cultures.19

In the first Engaging Men in Gender Initiatives report, “Show no chinks in the armor”
researchers found the following specific gender
Gender norms often dictate that a man must
norms get in the way of progress:20
never show weakness, either physical or mental.26
This attitude can lead to negative physical and
“Avoid all things feminine” psychological consequences.27 For example, a man
Gender norms enforce a strict distinction between who can never show weakness may not go to the
what is considered appropriate behavior for men doctor when he is ill and may not seek help when he
and what is considered appropriate behavior for feels negative emotions like sadness or anxiety. He
women.21 Any perceived violations of these norms may even act aggressively, potentially risking his own
are met with criticism, ridicule, harsh judgment, and or others’ physical harm, rather than show what he
potentially rejection by peers as well as others; this perceives as weakness.28
is true for men as well as women.22 Enforcement of
these gender norms may begin early in life, making “Be a man’s man”
them especially difficult to dispel in adulthood.23
Some gender norms encourage men to win
the respect of other men by emphasizing their
“Be a winner” masculinity.29 Often, this means adhering to and
Gender norms often emphasize a man’s high status, enforcing the other masculine norms listed above.30
which he can manifest in a variety of ways such as Being a “man’s man” or being “one of the boys” also
through wealth, prestige, and power, at the expense means engaging in stereotypical masculine pastimes
of all else.24 Men who act in opposition to this norm whether the man actually enjoys them or not. These
may be seen as weak and become stigmatized.25 behaviors have the potential to reinforce gender
This is particularly evident in combative workplace roles and stereotypes.
cultures, in which men are in a constant battle to
prove their masculinity.

ENGAGING MEN: BARRIERS AND GENDER NORMS | 5

These gender norms are especially insidious because they self-reinforce and compound to the detriment of
men’s quality of life. For example, in order to “be a winner,” a man may push himself too hard to achieve a high
level of status, but because he is not supposed to show any “chinks in the armor” he has no methods or support
systems for dealing with the stress and anxiety that he may experience.31 Constantly trying to live up to these
gender norms may therefore contribute to masculine anxiety as well as a combative culture in the workplace.
Ultimately, these gender norms can make it difficult for men to approach DEI conversations from a place of
openness, sabotaging any conversation before it has even begun.32

Understanding and addressing the barriers and gender norms that men face is critical to both creating more
equitable workplaces and improving the professional and personal well-being of men. The end result will be
a more productive and psychologically safe workplace with employees who feel more committed and more
included, regardless of gender.

To learn more about how to include men in gender equity conversations, read our companion piece,
Engaging Men: The Journey Toward Equity.

How to cite: Kerr, G. & Pollack, A. (2022). Engaging men: Barriers and gender norms. Catalyst.

ENGAGING MEN: BARRIERS AND GENDER NORMS | 6

1. Women in the workforce – global: Quick Take. (2021, February 11). Catalyst.
2. Prioritizing equity at a pivotal moment: The Catalyst CEO Champions For Change. (2021). Catalyst.
3. For example, see DiMuccio, S., Sattari, N., Shaffer, E., & Cline, J. (2021). Masculine anxiety and interrupting sexism at work. Catalyst.
4. Prime, J. & Moss-Racusin, C. A. (2009). Engaging men in gender initiatives: What change agents need to know. Catalyst.
5. Prime & Moss-Racusin (2009).
6. Prime & Moss-Racusin (2009).
7. Prime & Moss-Racusin (2009).
8. Prime & Moss-Racusin (2009).
9. Prime & Moss-Racusin (2009).
10. DiMuccio et al. (2021).
11. Prime & Moss-Racusin (2009).
12. Shaffer, E., Sattari, N., & Pollack, A. (2020). Interrupting sexism at work: How men respond in a climate of silence. Catalyst.
13. DiMuccio et al. (2021).
14. Shaffer, Sattari, & Pollack (2020).
15. Prime & Moss-Racusin (2009).
16. DiMuccio et al. (2021).
17. Sattari, N., Shaffer, E., DiMuccio, S., & Travis, D. J. (2020). Interrupting sexism at work: What drives men to respond directly or do
nothing? Catalyst.
18. DiMuccio et al. (2021).
19. Sattari et al. (2020).
20. Prime & Moss-Racusin (2009).
21. Burgess, D. & Borgida, E. Who women are, who women should be: Descriptive and prescriptive gender stereotyping in sex
discrimination. (1999). Psychology, Public Policy, and Law, 5(3), 665-692.
22. For example, see Burgess & Borgida (1999); Heilman, M. E. (2001). Description and prescription: How gender stereotypes prevent
women’s ascent up the organizational ladder. Journal of Social Issues, 57(4), 657–674; Moss-Racusin, C. A., Phelan, J. E., & Rudman, L.
A. (2010). When men break the gender rules: Status incongruity and backlash against modest men. Psychology of Men & Masculinity,
11(2), 140–151.
23. Fagot, B. I., Rodgers, C. S., & Leinback, M. D. (2000). Theories of gender socialization. In Eckes, T. & Trautner, H. M. (Eds.), The
developmental social psychology of gender (p. 65-89). Lawrence Erlbaum Associates.
24. Moss-Racusin et al. (2010).
25. Rudman, L. A., Mescher, K., & Moss-Racusin, C. A. (2012). Reactions to gender egalitarian men: Perceived feminization due to stigma-
by-association. Group Processes & Intergroup Relations, 16(5), 572-599.
26. Moss-Racusin et al. (2010).
27. For example, see Patton, G. C., Darmstadt, G. L., Petroni, S., & Sawyer, S. M. (2018). A gender lens on the health and well-being of
young males. Journal of Adolescent Health, 62(3), S6-S8.
28. Cohn, A. & Zeichner, A. (2006). Effects of masculine identity and gender role stress on aggression in men. Psychology of Men &
Masculinity, 7(4), 179-190.
29. Prime & Moss-Racusin (2009).
30. Levy, D. P. (2005). Hegemonic complicity, friendship, and comradeship: Validation and causal processes among white, middle-class,
middle-aged men. The Journal of Men’s Studies, 13(2), 199-224.
31. Prime & Moss-Racusin (2009).
32. DiMuccio et al (2021).

© 2022 Catalyst CATALYST.ORG