As workplaces shift towards greater inclusivity, the hidden tensions among women, often shaped by feminist resistance, are coming into sharper focus.
Ms Meghan Simpson’s master’s research contributes an intriguing and complex perspective to this discourse.
Supervised by Professor Nicola Jones, the study, titled: “Examining Communication Conflicts Between Females in eThekwini Gendered Organisations as a Long-term Result of Feminist Resistance: A Correlative, Mixed-Method Study” investigated how feminist movements and workplace dynamics contribute to communication conflicts among women, providing a fresh look at the “Queen Bee” phenomenon and its underlying causes.
Given the competitive and often aggressive interactions she has witnessed in the workplace, the topic was deeply personal. ‘I was inspired by my own personal experiences and observations. I have seen and experienced competitive and somewhat aggressive encounters with females within the workplace and have always wondered why that is – especially considering the culture of female empowerment we see today.’
She noticed that this was usually the case in gendered organisations where male dominance prevails rather than in more innovative and gender equal working environments. The result is a complex web of communication struggles among women.
Simpson found that feminist movements, typically seen as broader acts of resistance, also manifest in smaller, more subtle forms within the workplace. These acts such as challenging male authority or subverting power dynamics alter communication patterns and relationships, sometimes creating tension. Over time, this small-scale resistance can gradually erode entrenched male dominance, empowering women and shifting the organisational culture towards greater gender equity.
‘Many of my participants worked in gendered organisations, hinting at the ongoing presence of the “glass ceiling”. While feminist resistance was common, it did not correlate with more assertive or aggressive communication styles. Interestingly, 44% of participants experienced conflict with female colleagues, often over resources or opportunities. Similar findings have been reported in the Global North. These conflicts correlated with feminist resistance, pointing to the Queen Bee phenomenon.’
Simpson explained, ‘the Queen Bee syndrome, where women holding senior positions in male-dominated industries distance themselves from other women to maintain their power, is often viewed negatively; however, the study suggests that this behaviour may stem from the necessity for feminist resistance in oppressive workplaces – the unfortunate existence of this Queen Bee phenomenon may be a result of the need for females to resist oppression.’
She found that, while positive steps have been taken to address oppressive environments and practices among companies in KwaZulu-Natal, much remains to be done in certain industries.
Simpson advocates for policies that promote female empowering roles, equality of opportunity and unbiased recruiting processes. Communication within these organisations should also be improved, with training programmes that target interpersonal communication, intercultural and intersectional communication sensitivities, and communication conflict management so that all employees are empowered and educated on how to communicate in a conducive manner. To mitigate conflict, she recommends measures that minimise the need for competitive and aggressive communication between colleagues to improve work morale and the company ethos.
The study adds a unique South African perspective to the global conversation on gender dynamics in the workplace. While much of the discourse has focused on the Global North, Simpson highlights the importance of studying gender dynamics in local contexts. She argues that addressing smaller aspects of intersectional issues like gender within a South African framework allows for more actionable solutions. Her work calls for a shift in how the Queen Bee syndrome is understood, urging scholars and organisations to consider the underlying oppression that fuels such behaviour.
She foresees that, once these tendencies are eradicated, a new work environment will emerge with an equal playing field that allows females to flourish without experiencing female oppression. ‘I hope that my findings add to the discourse on gender dynamics in the workplace, exposing the nature of gendered organisations and the glass ceiling still at play and demonstrating the nature of the Queen Bee phenomenon.’
Currently a full-time lecturer, Simpson sees a PhD on the horizon. She expressed gratitude to her supervisor, Jones, partner, Doug, her mother and grandmother, Jacqui and Jenny, and her close friend Dani.