Sarah Slipper On Creating Representative Leadership in the Dance World
On the Ballet Gender Pay Gap
By Madison Huizinga and Ava Budish, DWC Blog Contributor and Ambassador
NW Dance Project Artistic Director Sarah Slipper, from https://nwdanceproject.org/directors
Women make up more than 70% of the ballet industry. So why are the seats of power in such a female-dominated industry controlled by men? Of 125 ballet companies surveyed across the globe, Dance Data Project found that, excluding the United States, 66% of the companies have a man as artistic director. In the United States specifically, that number increases to 71%. Beyond acting as a general figure of leadership, artistic directors have a hand in nearly every important decision to be made in any given company. This could include casting, budgeting, handling disputes, overseeing and selecting repertoire, and so much more. With such power and influence, it is crucial that the people in these positions are representative of their employees - that is not currently the case in the ballet industry.
The disproportionate amount of male leadership cannot be chalked up to a lack of female faculty in ballet companies. For example, the Dance Data Project reports that out of 1,600 dance faculty positions at institutions of higher education, women outnumber men approximately 2:1, including in full-time and part-time jobs. However, the position of dean - the highest position within a school - is held by men 66% of the time. While all faculty positions are important and essential to the success of a dance company, more coveted roles are higher paid and are given primarily to men. Those working in higher positions have more power when it comes to important decision-making in the dance industry, hence the need for a more equitable gender representation.
NW Dance Project’s Artistic Director Sarah Slipper believes that there is a need for women representation in leadership positions in the dance industry. When asked about the true power of a title, she says that, in her opinion, it is less about “power” and more about the opportunity to guide, provide wisdom, and lead individuals. “It is important to see shared equality in leadership roles,” Sarah says. “Representation is very, very important, especially in key roles.” In an industry dominated by women participants, ensuring that leadership reflects that is of the utmost importance.
The small percentage of female artistic directors are paid significantly less than their male counterparts. In 2018, they were only making 61 cents for every dollar earned by an equivalent male coworker. In 2019, this number slightly increased to 73 cents; however it is still ten cents below the national average, where women earn 83 cents to every dollar earned by their male counterparts. This pay gap makes little sense, as women artistic directors often have just as much experience in the industry as male artistic directors. Additionally, Dance Data Project reported that female artistic directors were more likely to serve a longer term than men. So not only are these women equally qualified but they also hold their position longer.
The consequences of the larger gender pay gap in the United States are wide-reaching, and often affect women throughout their lives. As a result of their lower lifetime earnings, women receive less in Social Security and pensions and on average have only 70% of the overall retirement income that men have. In addition, it’s important to note that the gender pay gap is compounded by systemic racism. According to the American Association of University Women (AAUW), the gender pay gap widens when race is taken into account. In 2020, AAUW found that on average Black women made about 63% of what a white man earns annually, and Hispanic women make about 58%. For white women, the gap lessens, with them earning about 80% of what a white man earns annually.
Sarah points out that men in the dance industry are a rarity and, as a result, often receive special treatment. Male dancers certainly face challenges of their own and deserve a place in the dance world, nonetheless, the sexism women experience cannot be overlooked. Sarah tells us that not only was it challenging to find work as a freelance choreographer, she has also witnessed men being subsidized more than women on numerous projects. She and her colleagues had to create many of their own opportunities. Perhaps if there were more male dancers in the industry, men wouldn’t receive a disproportionate amount of specialized opportunities. Many companies must tackle the challenge of uplifting and encouraging young men to pursue dance without creating inequality.
Photo from Christ Yang on Unsplash
Sarah tells us that both the problem and solution start with young dancers. She believes that it is essential to empower young girls from the start of their careers in hopes that they grow up and have the courage to pursue a position of influence. This encouragement should undoubtedly be met with dance schools and companies making systemic changes that bring women into positions of power in which they receive the same pay as men in equivalent positions. Such changes could include adjusting recruitment strategies, providing educational workshops to staff on implicit biases, offering fellowships for women choreographers to gain more experience, and much more. Putting change solely on the shoulders of the individual contributor negates the role that larger systems can play in perpetuating inequality. Both are important for creating lasting progress.
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