No abstract

Women and people of color are still underrepresented in many occupational roles. Being in a situation where one is underrepresented, and thus in the demographic minority, has been shown to be a factor leading to the experience of stereotype threat—the expectation that one will be judged or perceived on the basis of social identity group membership rather than actual performance and potential. Although numerous laboratory studies have documented the negative impact of stereotype threat on short-term task performance, its effects in applied contexts, such as work settings, remain unexplored. Utilizing theories from the social, organizational, and counseling psychology literatures, the authors propose a conceptual model of long-term responses to stereotype threat in the workplace. The authors posit a framework of possible responses to stereotype threat that include fending off the stereotype, discouraged by the stereotype, and resilient to the stereotype. Within each response set, there are numerous strategies that an individual can employ, with varying benefits and consequences. The authors conclude the article by suggesting an agenda for future research and discussing the implications of the model for understanding stereotype threat in the workplace.

Purpose -The purpose of this paper is to extend the "think manager, think male" research paradigm by examining managerial stereotypes as a function of both gender and sexual orientation, thus comparing the similarity of managerial stereotypes against the stereotypes of male (heterosexual and gay) and female (heterosexual and lesbian) managers. Design/methodology/approach -In total, 163 heterosexual participants used the 92-item Descriptive Index attribute inventory to rate one of five target groups: successful managers, heterosexual male managers, heterosexual female managers, gay male managers, and lesbian female managers. Intraclass correlation coefficients were calculated to assess the degree of correspondence between ratings of the target groups. Findings -The findings showed a higher correspondence between the descriptions of heterosexual male or female managers and the successful manager prototype than between the descriptions of gay male managers and the successful manager prototype. Additionally, results showed that the stereotypes of lesbian female managers were seen as having a moderate level of fit with the successful manager prototype. Practical implications -The results of this study suggest that heterosexuals' beliefs about gay male and lesbian female managers' abilities are important. In particular, heterosexuals' stereotypes that gay males lack the qualities of being a successful manager can limit gay men's access to positions with managerial responsibilities and impede their progress into leadership positions. Originality/value -This study addresses a critical gap in the management literature as it is the first empirical investigation to assess whether the "think manager, think male" phenomenon holds for managers who are members of sexual minority groups.

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Three experimental studies investigated whether information implying social‐sexual behavior (any non‐work‐related behavior containing a sexual component) by employees would influence judgments of their effectiveness. In managerial and entry‐level positions, both male and female employees depicted as engaging in social‐sexual behaviors at work were perceived as less effective and less desirable as bosses, compared to identically described managers for whom no social‐sexual behavior information was provided. However, these negative evaluations were mitigated when information was provided indicating that these managers were always on‐task and effectively using their time at work (Study 3), suggesting that the effectiveness of employees who engage in social‐sexual behavior at work is devalued because others believe that these behaviors detract from productive time in the office.