A second reason behind the concerns of gender-neutrality
applied to authentic leadership is that organizations themselves
are not gender-neutral but are gendered.
“...even the most progressive modern organizations have been
created by and for men, and thus tend to have systems, policies,
norms, and structures that favor the male life experience.
Behaviors and values regarded as the norm at work tend
to favor traits and characteristics traditionally associated with
maleness and to undervalue traits and characteristics traditionally
associated with femininity” (Ruderman and Ohlott, 2005, p. 4)