A Man's (Precarious) Place: Men's Felt Threat and Self-Assertive Reactions to Female Superiors

Netchaeva, Ekaterina; Sheppard, Leah D.

doi:10.5465/ambpp.2015.14901abstract

Cited by 24 publications

(53 citation statements)

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“…In negotiation, aggression may take the form of more extreme demands. For instance, in one recent study, men demanded higher salaries from a female than male hiring manager (Netchaeva, Kouchaki, & Sheppard, 2015). An implicit measure of threat explained the result.…”

Section: Evidence For Men's Motivated Reasoningmentioning

confidence: 99%

A pawn in someone else's game?: The cognitive, motivational, and paradigmatic barriers to women's excelling in negotiation

Kennedy

Kray

2015

Research in Organizational Behavior

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Within a framework of inequality the existence of conflict is denied and the means to engage openly in conflict are excluded. -Jean Baker Miller, M. D. The New Psychology of WomenWomen in organizations are succeeding to a lesser degree than men. Women still hold only 5% of CEO positions (Catalyst, 2015), 19% of Board Directorships (Catalyst, 2015 and are estimated to earn only $0.82 for every dollar paid to men (Hegewisch, Ellis, & Hartmann, 2015). When women are under-represented in high status positions, it becomes more difficult for other women to succeed in the organization (Ibarra, 1992(Ibarra, , 1993Kanter, 1977). The female gender group is seen more negatively in firms with fewer senior women (Ely, 1994) and women's skills go unrecognized (Joshi, 2014) 1 .Despite similar career aspirations, the trajectories of high-achieving men and women in MBA programs vary in important ways. A recent survey of Harvard Business School alumni showed that women were less likely than men to hold senior management positions, less likely to Women's relatively worse performance in negotiation is often cited as an explanation for gender differences in advancement and pay within organizations. We review key findings from the past twenty years of research on gender differences in negotiation. Women do underperform relative to men in negotiation, but only under limited circumstances, which means the performance gap is unlikely due to lesser skills on their part. The barriers between women and negotiation excellence are of three types: cognitive, motivational, and paradigmatic. Cognitive barriers stem from negative stereotypes about women's negotiating abilities. Motivational barriers stem from desire to prevent women negotiators from excelling in a masculine domain. Paradigmatic barriers stem from how negotiation is currently studied. We call for greater attention to motivational barriers and for changes to the negotiation paradigm. Women negotiators are not incompetent, and training them to negotiate more like men is not obviously the solution. In fact, women have greater concern for others than men do, and their cooperativeness elevates collective intelligence and enables ethical behavior. Under a new paradigm of negotiation, the value of these strengths could become more readily apparent. In particular, we advocate for greater attention to long-term relationships, subjective value, and relational capital, all of which may have important economic implications in real world negotiations. ß

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Section: Evidence For Men's Motivated Reasoningmentioning

confidence: 99%

A pawn in someone else's game?: The cognitive, motivational, and paradigmatic barriers to women's excelling in negotiation

Kennedy

Kray

2015

Research in Organizational Behavior

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“…Beyond being a fundamental mechanism by which resources are divided, women face numerous hurdles in negotiations (Amanatullah & Morris, 2010;Bowles, Babcock, & McGinn, 2005;Kray, Kennedy, & Van Zant, 2014;Kray & Thompson, 2004;Kray, Thompson, & Galinsky, 2001;Tinsley, Cheldelin, Schneider, & Amanatullah, 2009). Additionally, negotiations are a masculine context (Bowles & Kray, 2013), in which men are expected to perform better than women (Kray et al, 2001), and poor performance relative to women can threaten men's sense of masculinity (Kray & Haselhuhn, 2012;Netchaeva, Kouchaki, & Sheppard, 2015). To the extent that unethical tactics are perceived to provide an advantage over competitors, men may therefore be especially likely to use them when negotiating, whereas women may be less inclined to rely on unethical tactics.…”

Section: Introductionmentioning

confidence: 99%

A social-cognitive approach to understanding gender differences in negotiator ethics: The role of moral identity

Kennedy

Kray

2017

Organizational Behavior and Human Decision Processes

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a b s t r a c tTo date, gender differences in ethics have received little theoretical attention. We utilize a socialcognitive framework to explain why these differences emerge and when women engage in less unethical negotiating behavior than do men. We propose that, relative to men's, women's stronger moral identities suppress unethical negotiating behavior. Study 1 establishes a gender difference in moral identity strength through a meta-analysis of over 19,000 people. Study 2 observes gender differences in two aspects of negotiator ethics -moral disengagement and opportunism. Study 3 establishes moral identity strength as an antecedent to negotiator ethics. Finally, Studies 4 and 5 explore financial incentives as a situational moderator. Because financial incentives temporarily decrease the salience of moral identity, they could mitigate gender differences in negotiator ethics, leading women to act more like men. Across both studies, financial incentives impacted women's (but not men's) unethical negotiating behavior. Our findings help to explain why and when gender differences in ethics emerge.

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“…With the gender gap in leadership representing gendered status hierarchies (Ridgeway, ), female leadership is often described as a threat to men. Particularly as the precarious manhood theory describes manhood as “tenuous and elusive” (Vandello, Bosson, Cohen, Burnaford, & Weaver, , p. 1326) and women in leadership are challenging men's high‐status positions, men have been shown to be threatened by women's ambitious agency (Netchaeva, Kouchaki, & Sheppard, ). This potential threat should be more prevalent for men at higher hierarchical positions because they are most likely to experience an increase in competition over positions due to quotas for women in leadership (Dahlerup, ).…”

Section: Theoretical Developmentmentioning

confidence: 99%

Support for quotas for women in leadership: The influence of gender stereotypes

Mölders

Brosi

Bekk

et al. 2017

Human Resource Management

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This study examines support for quotas for women in leadership, a currently highly debated topic in management research and practice. Using a sample of German working adults (N = 761), our results suggest that stereotypes about women (n = 380) are significantly related to support for quotas for women in leadership. Ascriptions of agency to typical women, that is, the extent to which women are generally seen as assertive, active, and strong, were positively related to participants' support for quotas for women in leadership in male‐gendered industries and high hierarchical positions, whereas ascriptions of communality to typical women, that is, the extent to which women are seen as understanding, supportive, and caring, were generally positively related. This pattern emerged for both male and female participants. Unexpectedly, gender‐stereotypic ascriptions to men (n = 381) were also related to support for quotas for women in leadership—with a positive relationship with agency in male‐gendered industries and a general negative relationship with communality, although these results were less pronounced. Implications for organizations are derived from these results, highlighting how the introduction of quotas for women in leadership can be smoothed by addressing how employees see women in terms of agency and communality.

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A Man's (Precarious) Place: Men's Felt Threat and Self-Assertive Reactions to Female Superiors

Cited by 24 publications

References 0 publications

A pawn in someone else's game?: The cognitive, motivational, and paradigmatic barriers to women's excelling in negotiation

A pawn in someone else's game?: The cognitive, motivational, and paradigmatic barriers to women's excelling in negotiation

A social-cognitive approach to understanding gender differences in negotiator ethics: The role of moral identity

Support for quotas for women in leadership: The influence of gender stereotypes

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