Strategic management of gender equality
Strategic management of gender equality
The responsibility for gender mainstreaming at universities lies with the university management. A variety of instruments are available for implementation, many of which are already in use and will therefore not be repeated here. In this context, we would like to emphasise what we consider to be important and innovative options:
Gender equality as a substantial part of the university profile
University management must resolutely bring about cultural change through structural and procedural changes (HRK 2022). Gender equality must be a cross-cutting task and a substantial part of the university profile (HRK 2021).
Strategic management through the allocation of funds
Gender equality-related financial incentive and reward structures that affect the entire university should be created (HRK 2021). In particular, it is recommended that greater importance be attached to the successful implementation of gender equality measures and the achievement of gender equality goals in evaluations and that greater consideration be given to the allocation of institutional funds and personal performance bonuses (Leopoldina 2022).
Support for network-like organisational structures
In the long term, the dismantling of the classic hierarchical chair organisation in favour of a network-like department structure, e.g. with a central location of academic staff positions in the department, can generate positive gender equality effects (Leopoldina 2022; German Council of Science and Humanities 2020).