Beyond the “broken rung”: a multi-level analysis of gender bias in Male-dominated hotel management roles

Purpose This study explores how gender role expectations lead to bias in hotel management roles that are mainly taken by men (male-dominated), how these biases operate on different levels and how they can be addressed. Design/methodology/approach Seventeen female senior managers who worked in male-dominated roles in international hotels were interviewed via Microsoft Teams, with responses analysed using thematic analysis. Findings Gender biases exist at the societal, organisational, interpersonal and individual levels. The findings include the effect of menopause on women’s careers, the barrier of female jealousy and the unintended effects of gender-specific initiatives. Research limitations/implications The qualitative design and small sample size limit generalisability. Future work should explore other cultural contexts and conduct longitudinal studies. Practical implications Hotels should implement targeted policies to address gendered career barriers, including mentorship programmes, transparent promotion pathways and work-family balance considerations. Social implications The findings of the study have implications for increasing gender equity and leadership diversity in the hospitality industry. Originality/value The research presents a multi-level model explaining how gender role expectations perpetuate in male-dominated hotel management roles and offers practical insights for industry practitioners.