In male-dominated organisational cultures, women often orient themselves towards men to gain inclusion, a phenomenon known as heterosociality (Lipman-Blumen, 1976; Holgersson, 2013). Drawing on studies of Swedish academic institutions, this paper advances theoretical understanding of heterosociality by identifying four distinct manifestations: first-party (self-imposed discipline), second-party (gifts of work/responsibility to men), third-party (diminishment of other women), and fourth-party (organisational care benefiting men). We demonstrate how these heterosocial practices manifest through assumption of low-status tasks, relational responsibility, meticulous task execution, conflict mediation, and strategic non-action. Our analysis reveals how heterosociality co-creates and maintains homosocial cultures through an 'individuality paradox': men are simultaneously viewed as independent agents and collective norm-setters, while women face contradictory expectations of avoiding gender-based collectivity yet are categorised as a homogeneous, deviant group. This dynamic perpetuates male dominance in academic institutions while devaluing feminine-associated practices.