• Prof M. Trimurti Rao
• Dr. B. PRATHIMA

Gender bias, a pervasive and deeply ingrained phenomenon, has persisted across societies and throughout history, shaping the experiences, opportunities, and expectations of individuals based on their gender. While the status and economy of various countries around the world have started to undergo development and change, women as major part of such transitions, began their journey in fighting for a place and position, most notably in the workplace. Explicit practices and structures prohibitive of advancing women’s opportunities within the spaces of economic endeavours have somehow been addressed through various legislations and company-based rules and policies, which tries to ensure that women are not discriminated in the workplace. Despite such strides, there remain lingering issues that are implicitly connected to and are reflective of gender bias, some of which are unique to the context of the workplace. Thus, it may be fair to conclude that at present, there exist two types of gender bias in the workplace: the first-generation gender bias (hereinafter referred to as 1GGB) and the second-generation gender bias (hereinafter referred to as 2GGB; (Grover, 2015). First generation gender bias pertains to the manifest form of discrimination against women in the society and workplace that are “intentional” in nature (Rifkin, 2015). While, 2GGB lacks neither the intention to exclude nor to produce direct harm to women in society (Ibarra, Ely, & Kolb, 2013a). Thus, 2GGB may have been a result of genderstereotypes and societal expectations of both men and women (Rifkin, 2015). This study will refer to a phenomenon wherein employed women are treated unfairly compared to men in ways that are subtle and hard to detect. Such invisibility of forms and manifestations of 2GGB makes it doubly difficult to track down unless clear and categorical measures are used as indicators. This research paper endeavours to probe into the multifaceted layers of 2GGB experienced by women managers, how women are affected by the different forms of 2GGB in their respective workplace, recommend actions for women to address second-generation gender bias.

Second generation gender bias, gender bias, gender inequality, invisible barriers, glass ceiling,360-degrees feedback.

"FROM STEREO TYPES TO SUCCESS: ADDRESSING SECOND-GENERATION GENDER BIAS IN WOMEN’S LEADERSHIP JOURNEY", International Journal of Emerging Technologies and Innovative Research (www.jetir.org), ISSN:2349-5162, Vol.10, Issue 12, page no.48-50, December-2023, Available :http://www.jetir.org/papers/JETIRGA06008.pdf

"FROM STEREO TYPES TO SUCCESS: ADDRESSING SECOND-GENERATION GENDER BIAS IN WOMEN’S LEADERSHIP JOURNEY", International Journal of Emerging Technologies and Innovative Research (www.jetir.org | UGC and issn Approved), ISSN:2349-5162, Vol.10, Issue 12, page no. pp48-50, December-2023, Available at : http://www.jetir.org/papers/JETIRGA06008.pdf