A bed of thorns: Female leaders and the self-reinforcing cycle of illegitimacy

Vial, Andrea C.; Napier, Jaime L.; Brescoll, Victoria L.

doi:10.1016/j.leaqua.2015.12.004

Cited by 213 publications

(160 citation statements)

References 121 publications

Supporting

Mentioning

143

Contrasting

Unclassified

Order By: Relevance

“…Although leadership aspiration is far from the only element in gender differences in leadership attainment (cf. e.g., Eagly & Carli, ; Kossek, Su, & Wu, ; Rudman & Glick, ; Vial, Napier, & Brescoll, ), a focus on identifying the circumstances under which women would feel equally encouraged to aspire to leadership would presumably help set the stage for more equality in leadership attainment. In short, the state of the science suggests that women tend to have lower leadership aspiration than men, but also that it is worthwhile to focus on influences that would reduce such gender differences in aspiration.…”

Section: Introductionmentioning

confidence: 99%

Gender and leadership aspiration: The impact of work–life initiatives

Fritz

Knippenberg

2017

Human Resource Management

View full text Add to dashboard Cite

Despite the increase in female leaders, women still remain a minority. As aspiration, defined as the interest for achieving a leadership position, is one predictor of advancement, it is important to understand conditions fostering female leadership aspiration. Because women face more domestic and child care responsibilities, we predict that there is an interaction between gender and work–life initiatives. These initiatives help employees balance their work and private life through simplifying the integration and diminishing tension between the two spheres. Because the work–life interface poses greater challenges for women, we hypothesize that work–life initiatives have a stronger influence on women's leadership aspiration. Results of a survey of N = 402 employed men and women supported this hypothesis. The interaction effect of gender and work–life initiatives on leadership aspiration was positive, implying that women's leadership aspiration is more influenced by work–life initiatives. Our other hypothesis which states that work–life initiatives—regardless of gender—are positively related to leadership aspiration was supported. Hence, men's leadership aspiration also was positively influenced by the availability of such initiatives. This study suggests that by implementing work–life initiatives, such as flexible work arrangements, leaves of absence, or on‐site child assistance, organizations may encourage leadership aspiration for both genders. Our data show that the interaction effect of gender and work–life initiatives was positively related to leadership aspiration, but this may particularly hold true for women.

show abstract

Section: Introductionmentioning

confidence: 99%

Gender and leadership aspiration: The impact of work–life initiatives

Fritz

Knippenberg

2017

Human Resource Management

View full text Add to dashboard Cite

show abstract

“…Adams (2016) found in his studies that German women who choose to start a business usually have the same risk preference as that of men [13]. Vial (2016) and Hoyt et al (2016) discovered that leadership styles and risk decisions among female senior executives are almost indistinguishable from that of male senior executives in Sustainability 2019, 11, 682 4 of 22 male-dominated industries, mainly due to the reason that the existence of gender discrimination and prejudice cause female senior executives to have no choice but to imitate male senior executives in order to gain recognition and respect from their subordinates [14,15].…”

Section: Ceo's Gender and Corporate Innovation Behaviorsmentioning

confidence: 99%

Female CEOs and Corporate Innovation Behaviors—Research on the Regulating Effect of Gender Culture

et al. 2019

View full text Add to dashboard Cite

With the increasing number of female senior executives, the relationship between female senior executives and corporate innovation behaviors has attracted widespread attention, but few works have studied the influences of female CEOs on innovation behaviors and their mechanisms. This paper studies the relationship between CEO's gender and the selection of corporate innovation behaviors, as well as the regulating effect of gender culture on the relationship between them. It was discovered in the studies that (1) if compared with male CEOs, female CEOs have significantly promoted both incremental innovation behaviors and radical innovation behaviors; (2) gender culture has positively regulated the relationship between CEO's gender and corporate incremental innovation behaviors, yet the regulating effect of gender culture on the relationship between CEO's gender and corporate radical innovation behaviors is not significant. Thus, the government needs to further foster a gender culture with gender equality, and actively promote the positive effect of female CEOs in corporate innovations.

show abstract

“…The second route by which traits are theorized to influence leadership emergence and effectiveness involves traits that leaders actually possess and which afford the technical or social skills required to enhance performance in the role, achieve goals and influence others (DeRue, Nahrang, Wellman & Humphrey, 2011;Judge et al, 2002). Importantly, although in-role performance can be influenced indirectly by others' inferences about ascribed traits (e.g., gender bias: Vial, Napier & Brescoll, 2016), the ascription-actuality theory predicts that leadership effectiveness in role is likely to rely more on actual than ascribed traits (Antonakis, 2011).…”

Section: The Ascription-actuality Theory Of Leadershipmentioning

confidence: 99%