Editorial to Part I “Revisioning, Rethinking, Restructuring Gender at Work: Quo Vadis Gender Stereotypes?”

Bark, Alina S. Hernandez; Junker, Nina M.; Kark, Ronit; Morgenroth, Thekla; Peus, Claudia; Dick, Rolf van

doi:10.1111/jasp.12900

Cited by 8 publications

(3 citation statements)

References 41 publications

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“…Further, younger and older communal men saw a mean level increase across both ratings of effectiveness and liking similar to what Hentschel and colleagues (2018) describe as a "communality bonus" (p. 113). Taken together, our findings answer recent calls for a more nuanced analysis of traditional gender stereotypes (Hernandez-Bark et al, 2022), supporting the claim that intersectionality matters for careers and leadership (Rosette et al, 2016).…”

Section: Discussionsupporting

confidence: 84%

The Intersectional Role-(In)Congruity Effects of Age and Gender on Leadership Evaluations

Thrasher,

Rudolph,

Hammond

2023

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Over the past decades, the Western workforce has experienced two notable demographic shifts: there has been an increase in the percentage of women occupying leadership roles and the workforce is aging. Considering these two trends in unison, it would be intuitive that the future workforce will be defined by an increasingly age and gender-diverse group of leaders. However, although the general percentage of female leaders has increased, this percentage decreases sharply in upper leadership and executive roles. The current theory on barriers to female leadership ascension contains conflicting propositions and has largely examined gender issues in isolation from other factors (i.e., age stereotypes). We aim to create consensus across the literatures on age and gender-based leader prototypes by investigating intersectional role- congruity bias as a predictor of barriers to career advancement for age and gender-diverse individuals. We integrate fundamental propositions from role congruity theory within an intersectional framework to examine the joint influence that age- and gender-based agentic- communal role norms exert on leadership evaluations. Through the application of experimental vignette methodology across two studies (N1 = 163, N2 = 466), our results suggest that a) the positive effect of age on leadership prototypicality is attenuated for women, b) traditional biases associated with female leadership are dependent upon age, and c) male leaders receive a consistent and age-dependent bonus in ratings when displaying gender atypical communal behaviors. Implications for practice and research are discussed.

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Section: Discussionsupporting

confidence: 84%

The Intersectional Role-(In)Congruity Effects of Age and Gender on Leadership Evaluations

Thrasher,

Rudolph,

Hammond

2023

Preprint

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“…Although the papers in Part I of this Special Issue (Hernandez Bark, Junker, et al, 2022) overall support the assumption of prevailing gender stereotypes at work, not all individuals similarly discriminate against others. Instead, individual and contextual factors can reinforce and reduce gender‐based discrimination, as the papers in this second part of the Special Issue show.…”

Section: Introductionmentioning

confidence: 95%

Editorial to Part II: Revisioning, Rethinking, Restructuring Gender at Work: Contributors to Gender‐Role Stereotyping

Junker

Bark

Kark

et al. 2022

J Applied Social Pyschol

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The papers in Part II of this Special Issue on "Revisioning, Rethinking, Restructuring Gender at Work" emphasize the factors contributing to gender stereotypes. These papers share the aim of understanding the relevance of individual factors, boundary conditions, and of broadening the scope beyond heterosexual women and men. We summarize the papers of this Special Issue Part II and discuss the key takeaways from the whole Special Issue, including Part I "Revisioning, Rethinking, Restructuring Gender at Work: Quo Vadis Gender Stereotypes?" and Part II "Revisioning, Rethinking, Restructuring Gender at Work: Contributors to Gender-Role Stereotyping", and implications for future research.

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“…Unfortunately, in organizational settings, gender role stereotypes tend to facilitate biases, prejudice, and discrimination against those individuals that seek roles that do not align with their stereotypical gender roles ( Konrad et al, 2000 ; Rudman and Glick, 2001 ; Schein, 2001 ; Eagly and Karau, 2002 ; Eagly, 2005 ; Koenig et al, 2011 ; Heilman, 2012 ; Rudman et al, 2012 ; Hernandez Bark et al, 2014 , 2016 , 2021 ; Koch et al, 2015 ; Hernandez Bark et al, 2022 ; Junker et al, 2022 ). For example, regarding stereotypical biases based on gender roles, women are more closely associated with the stereotype of followers (the think follower—think female paradigm, Braun et al, 2017 ), and men are more closely associated with the stereotype of leaders ( think manager—think male paradigm; Schein, 2001 ).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

I am one of you! Team prototypicality as a facilitator for female leaders

2022

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In the present study, we complement role congruity theory with insights from the Social Identity Model of Leadership. We propose that especially female leaders benefit from team prototypicality, i.e., being representative of the group they are leading. We assume that team prototypicality shifts the comparative frame away from higher-order categories like gender and leader roles to more concrete team-related properties and thereby reduces disadvantages for female leader that stem from the incongruity between the leader role and the female gender role stereotypes. Further, this effect should affect both (female) leaders themselves and their perception by their followers. Building on previous research, we predict, first, lower authentic leadership behavior for female than male leaders. Second, that team prototypicality positively relates to authentic leadership and trust in leader. Third, that team prototypicality has stronger relations to authentic leadership and trust in leader for female compared to male leaders. We tested assumptions in a randomized online experiment (Study 1, N = 315) and a cross-sectional survey study (Study 2, N = 300). We did not find consistent support for the assumed gender differences in authentic leadership. But our results (both in manifest and in latent analyses) show that team prototypicality—both self-perceived (Study 1) and as perceived by employees (Study 2)—is related to more authentic leadership and more trust in leader (Study 2) and that these relations are stronger for female than for male leaders. Furthermore, we tested in Study 2 an extended model including follower’s job satisfaction as the final follower outcome affected via team prototypicality, leader gender, authentic leadership, and trust in leader. Thereby, we found that team prototypicality has direct and indirect effects on job satisfaction as carried through authentic leadership and trust in leader, respectively. Together, the results of both studies support our assumptions and show that female leaders can reduce role incongruity barriers through high team prototypicality. Implications for future research and practical implications of these results for gender equality are discussed.

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Editorial to Part I “Revisioning, Rethinking, Restructuring Gender at Work: Quo Vadis Gender Stereotypes?”

Cited by 8 publications

References 41 publications

The Intersectional Role-(In)Congruity Effects of Age and Gender on Leadership Evaluations

The Intersectional Role-(In)Congruity Effects of Age and Gender on Leadership Evaluations

Editorial to Part II: Revisioning, Rethinking, Restructuring Gender at Work: Contributors to Gender‐Role Stereotyping

I am one of you! Team prototypicality as a facilitator for female leaders

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