Agentic women and communal leadership: How role prescriptions confer advantage to top women leaders.

Abstract

The authors contribute to the ongoing debate about the existence of a female leadership advantage by specifying contextual factors that moderate the likelihood of the emergence of such an advantage. The investigation considered whether the perceived role incongruence between the female gender role and the leader role led to a female leader disadvantage (as predicted by role congruity theory) or whether instead a female leader advantage would emerge (as predicted by double standards and stereotype content research). In Study 1, it was only when success was internally attributed that women top leaders were evaluated as more agentic and more communal than men top leaders. Study 2 showed that the favorable ratings were unique to top-level positions and further showed that the effect on agentic traits was mediated by perceptions of double standards, while the effect on communal traits was mediated by expectations of feminized management skills. Finally, Study 2 showed that top women leaders were evaluated most favorably on overall leader effectiveness, and this effect was mediated by both mediators. Our results support the existence of a qualified female leadership advantage.

Managerial Tolerance of Insider Information Sabotage Acts and How Different Organizational Cultures Might Influence such Tolerance

“…A verbal and/or written warning or additional technical training to prevent future mistakes or errors may be all the time and effort the manager instigates as actions against these acts. The leadership style on the part of the manager may be more democratic and communal as the manager interacts with organizational members having committed these acts (Rosette & Tost, 2010).…”

Navigating the Self in Diverse Work Contexts

“…For example, many studies have documented how female leaders are disadvantaged by societal beliefs that agentic traits, typically ascribed to the prototypical leader role, are incongruous with the communal traits that are ascribed to the female gender role (Eagly, Makhijani & Klonsky, 1992;Heilman, 2001;Rosette & Tost, 2010). Female leaders who exhibit agentic behaviors are often perceived less favorably, due to role incongruity (i.e., a violation of the communal gender role expectations) (Eagly et al, 1992;Rudman & Glick, 1999;.…”

“…Much of this role congruity research focuses on how others perceive and evaluate those who fit prototypes for gender and leadership, but doesn't examine how people navigate the self (i.e., proactively engage in identity construction) to respond to or avert these perceptions. For example, Rosette and Tost (2010) report that women leaders at senior levels, who demonstrate success in masculine positions (and get the credit for the success), may be evaluated favorably in ratings of agentic and communal traits. Rosette and Tost's (2010) conclusion is based on an experimental condition, and not an examination of how women leaders attempt to navigate themselves in various situations.…”

Impact of Leadership versus Organizational Effectiveness in the Secondary Banking Sector in Albania

“…However, the leadership models have evolved and expanded beyond the influence and motivation they have offered to achieve organizational goals (Rosette and Tost, 2010;Jogulu, 2010). It is clear that the trends to encourage and motivate followers are useful to produce and develop self-esteem and confidence among subordinates Jogulu, 2010), in order to increase their involvement in the process and their responsibility.…”