Four progressive stages of male allyship – and how HR can support the journey
Summary
New research from Hult International Business School maps a clear developmental pattern in how men move towards allyship on gender equity. Drawing on survey and interview data from over 500 male employees across two global organisations, the study identifies four progressive stages — Apathy, Ambivalence, Reflective & Responsible, and Energised & Motivated — and shows that men shift between these stages depending on personal reflection, emotional readiness and organisational context.
The research finds only about one-third of men are aware of their organisation’s gender equity policies, and low participation often stems from uncertainty, cultural discomfort and fear of saying the wrong thing rather than outright opposition. The paper presents a diagnostic ‘Gender Equity Mindset Model’ to help HR leaders design targeted interventions that move men through the stages authentically.
Key Points
- Men’s engagement with gender equity typically follows four stages: Apathy, Ambivalence, Reflective & Responsible, and Energised & Motivated.
- Only around one-third of men in the study were aware of their company’s gender equity policies; engagement levels were lower still.
- Low engagement often arises from uncertainty, cultural norms about masculinity and fear of being misinterpreted, not simple resistance.
- HR can use the Gender Equity Mindset Model as a diagnostic to tailor interventions to each stage rather than using one-size-fits-all programmes.
- Practical enablers include context-specific training (scenario-based), peer mentoring and ally circles, visible leadership modelling, and recognition of allyship in performance and development processes.
- Turning points for men often start in personal relationships (e.g. becoming a parent or conversations with partners/colleagues) and can be leveraged into workplace change if supported correctly.
Why should I read this?
Look — if you’re in HR and tired of generic DEI tick-boxes, this is the one that actually helps you target effort where it matters. The study gives you a simple map of where men are on the allyship journey and practical, low-fuss moves HR can use to nudge them forward without making anyone feel awkward. Short version: it saves you time and helps make equity stick.
Author note (punchy)
Debbie Bayntun-Lees and the Hult team cut through the noise: men aren’t a monolith and equity won’t scale while they’re on the sidelines. If your aim is lasting cultural change, treat allyship as developmental work — not a one-off campaign. This research gives HR a pragmatic diagnostic and sensible tactics to shift behaviour, so it’s worth the read if you care about real results.
