Being a two-career couple requires a long-term plan. Harvard Business Review. Retrieved from https://hbr.org/2018/02/being-a-two-careercouple-requires-a-long-term-plan W. K. Kellogg Foundation. (2002). Evaluating outcomes and impacts: A scan of 55 leadership development programs. Retrieved from https://www.wkkf.org/resource-directory/resource/ 2006/08/evaluating-outcomes-and-impacts-a-scan-of-55-leadership-developmentprograms

Because of the overlap between the social roles of women and followers, we predicted that people would show a bias, that is, favor female followers over male followers. To support this hypothesis, we conducted two studies: An explicit test of the bias using a scenario design and an implicit association test (IAT)‐based study. Both studies show that the role of an ideal follower is more strongly associated with the female gender role, which seems to be caused partly by a more communal connotation of the follower role. This effect might contribute to the underrepresentation of women in leadership positions as they are perceived to be an ideal fit for followership positions; but it may also push men away from being followers and into leadership positions.

No abstract

The present research investigates if and how a more digitally centered communication between supervisors and employees satisfies employees' needs regarding the communication with their supervisors and influences employees' attitudes toward the supervisor and the job. In a cross-sectional online study, 261 employees rated their supervisors' actual and ideal use of different communication channels (i.e., telephone, face-to-face, email) regarding quality and quantity. Employees' job satisfaction and their perceptions of their supervisors' effectiveness and team identification were measured as dependent variables. Employees perceived face-to-face communication to be of higher quality than telephone and email communication, and they indicated a preference for more face-to-face communication with their supervisors than they actually had. Moreover, the perceived quality of communication, especially via faceto-face, was strongly and positively related to the dependent variables. These results provide insights into potential problems of increasing e-leadership in organizations. We conclude with recommendations to reduce these problems.