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Prejudice and resistance are more complicated than a glass ceiling theyform a labyrinth

Role congruity theory the double bind of women in leadership positions

Leader stereotypes are predominantly masculine though their masculineconstrual tends to decrease

Womens career problems dont end with overcoming the glass ceiling glass clis

Qualied female leadership advantage the double bind may really be adouble

opportunity! under certain conditions

dership over"emergence in self"managing teams countervailing bias can

Wee# $% &ender and Leadership

'agly ()arli

*+,,$-

'agly(

.arau

*+,,+-

.oeniget al/

*+,00-

Ryan (1aslam*+,,$-

Rosette( 2ost*+,0,-

Lanaj (1ollenbec#*+,03-

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&eneral Questions

4n light of last wee#s discussion! would you say that when we tal# about gender inthe leadership literature! we tal# about gender traitsor gender behaviors, or both5

2he papers we read for this wee# seem to measure behaviors but consider themrelatively stable as traits6

)orrelational studies and e7periments appear to dominate gender research/ Why

arent we seeing more longitudinal studies in eld settings5

8ouble standards *'7pectancy violation theory- or incongruent roles *&ender roletheory- which theoretical framewor# seems more plausible to you in e7plainingattitudes towards female leaders and their leadership emergence li#elihood5 8o weeven have to choose one over the other5

9t least two papers pointed to the need to engage in more intersectional :nonelite

*i/e/ minority- groups *Ryan ( 1aslam! +,,$-; research in the future< are you ready tota#e it on5

8o you thin# its time to broaden the analysis beyond the realm of clear"cut genderroles and loo# not just at leadership *=chein! 0>>?< 0>>3- but also at leaders andfollowers themselves as possibly combining both masculine and feminine traits andbehaviors! not always conforming to their biological se75

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'agly! 9/ 1/ ( )arli! L/ L/*+,,$-

Walls of the labyrinth: @estiges of prejudice Resistance to womens leadership 8emands of family life% A,B of female law rm partners had no children despite mens contribution! mothers provide more child care than before Cnderinvestment in social capital less time for networ#ing< social activities still

largely masculine

Possible ways out: Raise awareness of ingrained bias )hange long"hours norm Reduce subjectivity of performance

evaluation

Cse open"recruitment tools 'nsure critical mass of women

e7ecutives =ecure social capital Dring more women into line

management 'stablish family"friendly 1R practices &ive moms more time to e7cel Welcome women bac# 'ncourage male participation in

family"friendly benets

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Quesitons%

8o you thin# that correlational studies and e7periments are theoptimal research designs for e7ploring biases and resistance againstwomen in the wor#place5 1ow about =imons call for research closerto the phenomena of interest in behavioral theory! e/g/ ethnographicstudies5

8o you agree that E:l;eadership is not synonymous with socialiFingG58oes a distinct EfemaleG leadership style e7ist5 9re you convinced bythe dierence between female vs/ male leadership styles the authorstal# about5

)an you thin# of other possible sources of bias against women! apart

from communal vs/ agentic associations5

What would a possible e7planation of the Huctuation in thepercentage of managers who are women *a sharp upward trend inthe 0>$,s and 0>I,s! followed by a slowing and Hattening in recentyears- loo# li#e! using the development in a- leadership research! or

b- feminism5

5 9ggressive 9mbitious 8ominant =elf"

condent Jorceful =elf"reliant 4ndividualisti

c5

5 9ectionate

1elpful Jriendly

.ind =ympathetic

4nterpersonallysensitive &entle

=oft"spo#en5

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'agly! 9/ 1/ ( .arau! =/ K/ *+,,+-

Role congruity theory - descriptivevs/ injunctivenorms in gender roles% 4n thin#ingabout female leaders! people would combine their largely divergent e7pectations aboutleaders and women! whereas in thin#ing about male leaders! people would combine highlyredundant e7pectations/

Women who are eective leaders tend to violate standards for their gender when theymanifest male"stereotypical! agentic attributes and fail to manifest female"stereotypical!

communal attributes! so they may be unfavorably evaluated for their gender role violation!at least by those who endorse traditional gender roles

Descriptive norms lead to less favorable evaluation of womens *than mens- potential forleadership because leadership ability is more stereotypical of men than women! andinjunctive norms cause less favorable evaluation of the actual leadership behavior ofwomen than men because such behavior is perceived as less desirable in women than men/*a- lesser access of women than men to leadership roles and *b- more obstacles forwomen to overcome in becoming successful in these roles/

=e7 discrimination with regard to lower wages and slower promotion for women is less inthe public sector/

Physical attractiveness! feminine clothing! and to#en status illustrate variables that maydisadvantage women because they cause perceivers to weight the female gender role moreheavily when judging women leaders/

en often showed stronger prejudice than women when data were separated by se7 ofparticipant/

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'agly! 9/ 1/ ( .arau! =/ K/ *+,,+-! continue

Less favorable reactions directed toward womens assertive! leaderli#e behavior canbe mitigated to some e7tent by the addition of interpersonally facilitative behaviorsconsistent with the female gender role/

4t is generally less li#ely that women! compared with men! emerge as leaders ingroups! especially if the groups tas# is not particularly demanding of interpersonal

s#ill or is otherwise relatively masculine/eta"analysis *0>>3-% Mverall! no dierence in the relative eectiveness of male andfemale leaders *mean d N ",/,+! indicating nonsignicantly greater femaleeectiveness-! due to competing predictions/

People attribute womens failures! more than mens failures! to the stable cause of

lac# of ability and mens failures to the unstable causes of low eort and bad luc#/2he opposite logic is true for success/

4n a simulation study! artell! Lane! and 'mrich *0>>A- demonstrated that a smallbias against women of 0B of the variance in initial performance ratings producedsenior management levels with only ?3B women! and a 3B initial bias produced only

+>B senior women/

Parado7% relative constancy of perceivers descriptive beliefs about men and women!in the face of decreasing approval of traditional gender dierentiation are leaderroles evolving5 Decoming more androgynous5

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Questions&oldberg"paradigm e7periments% best practice in gender research59side from .asofs *0>>?- naming bias and possible self-representational pressures! can youthin# of other possible sources of contamination in the e7periments described in the paper5

8o you thin# the e7perimental framewor# described in the paper is eOually well"suited for thee7amination of hiring practices and for assessing leader eectiveness5 2he latter is oftenconducted via vignettes and scenarios presenting much more limited information comparedto real"life wor# settings/ )an you thin# of an alternative e7perimental design evaluating! forinstance! promotion practices and intraorganiFational attitudes towards women leaders5

4n 'agly et al/s *0>>+- meta"analysis! prejudice against women bas#etball coaches wasshown to be e7tremely severe! and yet in 'agly ( )arli *+,,$- we read about the story ofcoach .rFyFews#i whose success and eectiveness were attributed to his coaching Ethe way

a woman would/G 1ow would you e7plain this parado75)an the incongruency theory e7planations in this paper be reconciled with with thestereotype content model which suggests that there are circumstances under whichindividuals may be perceived as simultaneously agentic and communal *'c#es! +,,+< Jis#e!)uddy! &lic#! ( u! +,,+-5

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.oenig! 9/ /! 'agly! 9/ 1/!

itchell! 9/ 9/! ( Risti#ari! 2/ *+,00EWomen who manage to be successful in very high"status roles

may be perceived as highly competent! because people assumea double standard whereby such women had to overcomeespecially dicult challenges *Rosette ( 2ost! +,0,-G a

violation or a special case of Role )ongruity 2heory5

en t cultural construals of leadership better than women andthus have better access to leader roles and face fewerchallenges in becoming successful in them/

8espite some overall change toward more androgynous beliefsabout leadership! stereotyping continues to contribute to theElabyrinthineG challenges that women encounter in attainingroles that yield substantial power and authority/

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thin# managerthin# male *=chein!0>$?-

agencycommunion paradigm *Powell( Duttereld! 0>$>-

masculinityfemininity paradigm*=hinar! 0>$3-

8irect test of similarity of leaderstereotypes to malefemalestereotypes

2est of gender"stereotypical contentof the leader stereotype

2est of m vs/ f content of occupationalstereotypes *leader roles are aminority-

ean ratings of leaders correlated

with mean ratings of men and meanratings of women S stereotypesimilarity

Leader categories rates on separate

agentic *m- and communal *f- genderstereotyping scales

'ach leader role rated on a single

bipolar m vs/ f rating scale m vs/ fnot allowed to vary independently less popular

2hin# manager"thin# male eectoccurs when men and leaders aresimilar and women and leaders arenot/

)omparison of mean ratings on thetwo gender scales determines ifleader stereotype is more m or f/

9re mean ratings of most categoriesof leader on the m or f end of thescale5

Apriori moderators:Tear of

publication< B male participants< Uodomain moderator variable tested