Evaluations of leadership in preferential and merit-based leader selection situations

DeMatteo, Jacquelyn S.; Dobbins, Gregory H.; Myers, Stephanie D.; Facteau, Carolyn L.

doi:10.1016/s1048-9843(96)90034-x

Cited by 13 publications

(10 citation statements)

References 40 publications

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“…I especially like this study because it avoids a deficiency model of token women. Rather than arguing that token women need to work to empower themselves, say for example by enhancing their expertise, these findings suggest that the status-enhancement of tokens, albeit competent tokens, rests in the hands of organizations whose high-status members can legitimate women (also see Brown & Geis, 1984;DeMatteo, Dobbins, Myers, & Facteau, 1996).…”

Section: Remediesmentioning

confidence: 97%

2001 Division 35 Presidential Address: Context Matters: Understanding Tokenism Processes and Their Impact on Women's Work

Yoder

2002

Psychology of Women Quarterly

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Research on tokenism processes is reviewed and coalesces around two conclusions. First, gender constructs different social contexts for token women and for token men. Second, gender is most usefully conceptualized as a status variable, not something internal to the individual. Gender serves as a status marker such that women's subordinated status intersects with other indicators of status, such as race/ethnicity, and token difference to produce negative and variable outcomes for women not experienced by similarly underrepresented men. Thus, reducing negative tokenism outcomes, most notably unfavorable social atmosphere and disrupted colleagueship, can be done effectively only by taking gender status and stereotyping into consideration. These findings have applied implications for women's full inclusion in male-dominated occupations.

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Section: Remediesmentioning

confidence: 97%

2001 Division 35 Presidential Address: Context Matters: Understanding Tokenism Processes and Their Impact on Women's Work

Yoder

2002

Psychology of Women Quarterly

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“…The existing empirical literature relating to the main effects of task interdependence and leader assignment tended to either not report effect sizes or lacked the dependent variables of interest in the current study. Only two studies (Saavedra, Early, and Van Dyne, 1993;DeMatteo, Dobbins, Myers, and Facteau, 1996) were useable, suggesting the use of a "small" effect size (set at .20, in accordance with Cohen and Cohen, 1983). The resulting sample size required for significance is 187 groups.…”

Section: Methods Subjectsmentioning

confidence: 99%

“…The legitimacy argument is supported in a study by DeMatteo, Dobbins, Myers and Facteau (1996), in which leaders were assigned to groups based on either a merit-based or a preferential standard. Although this study was investigating the effects of affirmative action policies on follower perceptions (i.e., all the assigned leaders were women assigned to a male group), the implications are important for any group situation in which the selection of the leader may be interpreted by the followers.…”

Section: Leader Assignment Strategiesmentioning

confidence: 99%

“…from Rogelberg et al's (1996) larger interpersonal climate subscale (complete scale α = .80) :"I wouldn't mind working with the members of my group on another similar project" and "I liked everyone in my group", and two output-related items ("I am satisfied with the strategy our group adopted to accomplish its goal" and "Our group could have performed better -that is, the quality of the work which we as a group Rating of satisfaction with the leader was reflected in three items based on a larger scale (complete scale α = .81) from DeMatteo, Dobbins, Myers and Facteau's (1996) "Satisfaction with the leader" and "Leadership effectiveness" sub-scales. Items included were, "How do you feel abut your leader on this task?"…”

Section: Rating Of Satisfaction With the Group And Group Outputs Was mentioning

confidence: 99%

“…Mixed-gender group outcomes would be critical for generalizability into the increasingly more diverse work groups seen in organizations today. One issue to resolve in mixed-gender groups, however, is that of perceived preferential or merit-based selection of the leader (DeMatteo, Dobbins, Myers and Facteau, 1996). Perception of preferential treatment (e.g.…”

Section: Future Research Opportunitiesmentioning

confidence: 99%

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Small-Group Leader Assignment: Effects Across Different Degrees of Task Interdependence,

Basik¹

1997

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The use of teams and work groups in organizations has become increasingly more popular in the last decade. Within each of these groups, a leadership role must be filled in order for the team to achieve its task. This study posited that the method by which the leader comes into this role may have a direct impact on the group's performance and its perceptions of the group's interpersonal processes and efficiency, satisfaction with the group, satisfaction with the group output, and support for the leader. In addition, the influence of leader assignment was expected to change based on the level of interdependence required by the task. One hundred forty-eight subjects were assigned to one of four conditions in a 2X2 design (appointed vs. elected leaders X high vs. low interdependence task), and were asked to fill out a questionnaire upon completion of their task. Results found that the higher level of interdependence was significantly related to more favorable ratings of Perceived Group Efficiency ( F =6.89, p <.05) and Satisfaction with Group Output ( F =7.69, p <.05). Possible limitations and future research opportunities are addressed.iii ACKNOWLEDGEMENTS

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A vicious cycle of symbolic tokenism: The gendered effects of external board memberships on chief executive officer compensation

Malhotra

Shen

Zhu

2021

Human Resource Management

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Integrating theoretical perspectives on tokenism and perceived preferential selection, we explore whether the relationship between chief executive officers' (CEOs') external board memberships and CEO compensation is gendered. Based on recent pressures to diversify corporate boards, we theorize that female CEOs' memberships on external boards will result in less monetary compensation relative to male CEOs due to concerns of organizational decision-makers that female CEOs generally inhabit token or "symbolic" positions of limited value. Additionally, we present competing hypotheses (i.e., mitigation vs. exacerbation) regarding how this devaluation will be affected by female representation on the board of directors and compensation committee, respectively. Using a panel sample of 12,464 firm-year observations comprising of 1,805 unique firms and 2,782 unique CEOs, the relationship between CEO external board memberships and compensation is indeed weaker for female compared to male CEOs. Furthermore, this devaluation primarily occurred in organizations where there was stronger (vs. weaker) female representation on the board of directors or compensation committee. However, supplemental analyses revealed that this differential devaluation was mitigated when female executives on the board held greater power (i.e., chaired important committees), highlighting the importance of moving beyond mere representation to ensuring influence on boards for female directors. K E Y W O R D Sboard gender composition, board networks, chief executive officer compensation, chief executive officer gender, tokenism | INTRODUCTIONAlthough women continue to be underrepresented at the upper echelons of major firms, there is evidence of slow progress. Specifically, over the past three decades, the percentage of female chief executive officers (CEOs) has tripled, such that women now constitute 6% of CEOs in the S&P 500 (Catalyst, 2020). Thus, although women still face significant barriers to attaining top leadership roles, a subset of women have been successful in reaching the pinnacle of organizations. Unfortunately, emerging research indicates that becoming the CEO is not a panacea against gender-based biases for women.Research reveals that relative to male CEOs, female CEOs are more likely to be dismissed (Gupta, Mortal, Silveri, Sun, & Turban, 2020), become targets of shareholder activism (Gupta, Han, Mortal, Silveri, & Turban, 2018), and treated in a sexist manner by their board chairs

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Evaluations of leadership in preferential and merit-based leader selection situations

Cited by 13 publications

References 40 publications

2001 Division 35 Presidential Address: Context Matters: Understanding Tokenism Processes and Their Impact on Women's Work

2001 Division 35 Presidential Address: Context Matters: Understanding Tokenism Processes and Their Impact on Women's Work

Small-Group Leader Assignment: Effects Across Different Degrees of Task Interdependence,

A vicious cycle of symbolic tokenism: The gendered effects of external board memberships on chief executive officer compensation

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