How is gender equality work experienced in the workplace – as a shared exploratory journey or as a top‑down requirement? This is what Maja Herstad, doctoral student in sociology at Karlstad University, has investigated. The results show that emotions play a far greater role in this change process than many might assume.

“Emotions are central to gender equality work because they are linked to how we understand our position in a hierarchy and how we make sense of situations. They influence whether we take action or withdraw,” says Maja Herstad. “Issues related to gender, status and resource distribution can trigger feelings such as irritation, guilt or shame – and these emotions can both drive and hinder change.”

Maja Herstad interviewed managers and employees in six Swedish companies and one university. The study shows that emotions are an important part of the change process itself. By recognising and understanding emotions, organisations can develop more sustainable and inclusive ways of working and improve the conditions for lasting change.

Three ways of describing gender equality work

Maja Herstad analysed the emotions and hierarchies expressed through metaphors and how these shape people’s experiences of change. Participants’ descriptions were categorised into three overarching metaphor groups:

An exploratory journey – participants described feelings of curiosity, support and hope.
The accounting metaphor – mixed feelings of subordination, gratitude and optimism.
Receiving a verdict – the work was experienced as a top‑down demand and could feel limiting, draining energy and engagement.

Maja Herstad describes these as situating metaphors – metaphors rooted in our emotions and lived experiences.

“They help us understand how we orient ourselves towards different people, events and interpretations within the organisation,” she explains. “In the study, I use them to explore whether people’s experiences of gender equality work were shaped by more egalitarian or more hierarchical relations, and by emotions such as hope or shame.”

Large emotional variations

Maja Herstad says she was surprised by the breadth of emotional responses.

“I was struck by how varied the reactions were. Some participants described strong emotional or even physical reactions to perceived injustices – which they sometimes regarded as meaningful outcomes of the gender equality initiative. Others described the initiative as ‘commendably emotionless’, meaning professional and aligned with the organisation’s norms. This shows how organisations – and individuals – differ in how they value emotions,” she says.

The study also identifies differences between women and men.

“My research shows that some men may feel at a disadvantage or judged in advance in gender equality work, and may struggle to find their role – even when they want to contribute,” says Maja Herstad.

What can managers and organisations do?

The findings offer practical insights and tools for leaders.

“Organisations benefit greatly from creating space to express and respond to emotions linked both to participation in the change process itself and to the gender equality issues being addressed,” says Maja Herstad. “Otherwise, there is a risk that feelings of uncertainty or shame are mistaken for resistance. In some organisations, openness and vulnerability are encouraged, while criticism can be harder to voice. Gender inequality issues can provoke anger, shame or guilt – emotions that can both motivate and hinder action – and they need to be taken seriously.”

She adds that metaphors can be a concrete tool in development work.

“Metaphors can help managers and employees reflect on hierarchies and emotions and see criticism as part of the process, rather than as a problem.”

Link to article: https://onlinelibrary.wiley.com/doi/full/10.1111/gwao.70130