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Advancement toward gender equality at work has slowed since the 1990s for three major reasons: people's attitudes stopped becoming more gender egalitarian, occupations stopped gender integrating, and the gender wage gap began decreasing at slower rates. Sociologist Paula England has called this phenomenon an "uneven and stalled" gender revolution, and there have been dozens of studies showing how the progress in gender equality experienced during and immediately after the feminist movement of the 1970s has not been sustained through the 1990s and 2000s. Does this stalled revolution play out in management positions, too? And if so, how? To explore this, I used data on full-time managers obtained from the U.S. Census and American Community Survey for the years 1980 and 2010 to examine three major factors that contribute to gender equality in the labor force: women's representation in management, the occupational gender segregation among managers, and the gender wage gaps that vary across managerial occupations.

An introduction to a set of deep dive articles an important issue....When we tell people that we work at the intersection of statistics and human rights, the reaction is often surprise. Everyone knows that lawyers and journalists think about human rights problems … but statisticians? Yet, documenting and proving human rights abuses frequently involves the need for quantification. In the case of war crimes and genocide, guilt or innocence can hinge on questions of whether violence was systematic and widespread or one group was targeted at a differential rate compared to others. Similar issues can arise in assessing violations of civil, social, and economic rights. Sometimes the questions can be answered through simple tabulations, but often, more-complex methods of data collection and analysis are required.