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

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

doi:10.1111/jasp.12899

Cited by 2 publications

(3 citation statements)

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“…Or are there individual factors and boundary conditions that affect and modulate the effects of gender roles? These questions will be addressed in the second part of our Special Issue (Junker et al, 2022).…”

Section: Discussionmentioning

confidence: 99%

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

Bark

Junker

Kark

et al. 2022

J Applied Social Pyschol

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The papers in this Special Issue Part I “Revisioning, Rethinking, Restructuring Gender at Work: Quo Vadis Gender Stereotypes?” focus on the current state of gender inequality, particularly stereotypes. We present studies showing that differences in gender stereotypes still exist, confirm disadvantages for women in male‐dominated roles and sectors and when the employment sector is not specified, but also disadvantages for men in female‐dominated roles and sectors. In contrast to this general trend, one paper in Part II of this Special Issue found a preference for women over men as job candidates in their study. Incongruence emerged as a striking common theme to explain these gender differences, whereby some studies focused on the perceived incongruence from the actor's perspective and how external factors contribute to these perceptions, whereas others looked at the perceived incongruence from the observer's perspective. We summarize the papers and briefly discuss the key points of Part I at the end of this editorial.

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Section: Discussionmentioning

confidence: 99%

“…We briefly discuss the key points of Part I at the end of this editorial. We jointly discuss the key takeaways from the whole Special Issue and the potential for future research building on the included papers in an overall discussion section in Part 2 (Junker et al, 2022).…”

Section: Introductionmentioning

confidence: 99%

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

Bark

Junker

Kark

et al. 2022

J Applied Social Pyschol

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

Cited by 2 publications

References 46 publications

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

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

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

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