Exploring the Dynamics of Incongruent Beliefs about Women and Leaders

Bosak, Janine; Sczesny, Sabine

doi:10.1111/j.1467-8551.2010.00731.x

Cited by 47 publications

(30 citation statements)

References 32 publications

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“…While most leadership roles are construed in masculine terms, some leadership roles may be defined in feminine terms (Apfelbaum, ; Bosak & Sczesny, ; Glick & Fiske, ; Heilman, ; Koenig, Eagly, Mitchell, & Ristikari, ). Ryan, Haslam, Hersby, and Bongiorno () suggested that leadership of a deteriorating organisation could be construed as feminine.…”

Section: Theorymentioning

confidence: 99%

Another Test of Gender Differences in Assignments to Precarious Leadership Positions: Examining the Moderating Role of Ambivalent Sexism

Acar

Sümer

2018

Applied Psychology

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Women face significant hurdles in the attainment of leadership positions. When they do attain them such positions tend to be riskier than those attained by men, a form of bias called glass cliff. This study investigates ambivalent sexism as an individual difference that influences the occurrence of glass cliff. Little research examines individual differences contributing to glass cliff. It is proposed that individuals with high hostile and benevolent sexism are more likely to perceive women to be suitable for leadership of a poorly-performing organization and men to be suitable for leadership of a well-performing organization. The sample of our experimental study consisted of 378 students who rated either a female or a male candidate under a poor or good performance condition. We tested our hypotheses using a moderated regression analysis. Both components of sexism impacted how individuals evaluated male and female leaders under different organizational performance conditions. Hostile sexism was the dimension that led to glass cliff. Benevolent sexism had an unexpected effect on leadership choice. The differences between the two types of sexism and the different role each type plays in preference for masculine and feminine leadership are discussed. Leader gender and perceivers sexist attitudes influence evaluations for leadership positions.

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Section: Theorymentioning

confidence: 99%

Another Test of Gender Differences in Assignments to Precarious Leadership Positions: Examining the Moderating Role of Ambivalent Sexism

Acar

Sümer

2018

Applied Psychology

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“…Conversely, the research evidence suggests that the way in which the notion of performance is defined is imbued with biases based on demographic categories, such as gender, sexuality, ethnicity, age and class (e.g. Bosak and Sczesny 2011; Krings et al . 2011; Oikelome and Healy 2007; Pringle 2008).…”

Section: Review Of the Literaturementioning

confidence: 99%

An Emic Approach to Intersectional Study of Diversity at Work: A Bourdieuan Framing

Tatlι

Özbilgin

2011

Int J Management Reviews

254

264

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This paper presents an emic approach, which is sensitive to the emergence of new categories of difference, in intersectional study of workforce diversity. The paper first provides a comprehensive review of the literature on diversity at work in the business and management field, identifying that this literature is predominantly etic in nature, as it focuses on pre‐established, rather than emergent, categories of difference. Next, an emic approach to researching diversity at work is offered. In offering an emic approach, the key distinction the paper makes is the direction of the investigation. Unlike the dominant etic approach, which adopts pre‐established (ex ante) diversity categories, the emic perspective proposed identifies emergent and situated categories of diversity ex post, as embedded in a specific time and place. In order to operationalize the emic approach, the use of the Bourdieuan theory of capitals is suggested, and a five‐step research guide is presented.

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“…by engaging in competition and ambition) (Mavin and Grandy, , ). Bosak and Sczesny () contend that there is ‘convergence of people's beliefs about masculine traits in women and leaders’ (p. 264) and that over time people's belief that there are more women with ‘masculine leadership‐relevant traits might actually undermine the status quo’ (p. 266). At the same time, a doing of gender well and differently continues to conflict with embedded and socially shared gendered norms and prejudices (Camussi and Leccardi, ).…”

Section: Women Elite Leaders Doing Gender Well and Differently In Genmentioning

confidence: 99%

Experiences of Women Elite Leaders Doing Gender: Intra‐gender Micro‐violence between Women

Mavin

Grandy

Williams

2014

British J of Management

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This paper responds to the dearth of research into women's negative intra-gender relations and lack of understanding as to why and how these relations manifest. Through a qualitative study of women elite leaders' experiences in UK organizations, the research considers how gendered contexts, women doing gender well and differently simultaneously, intra-gender competition and female misogyny may explain negative intra-gender social relations between women. We consider micro-aggression research and women's abjection and offer a unique conceptualization of intra-gender micro-violence with themes of disassociating, suppression of opportunity and abject appearance. The themes illustrate how the masculine symbolic order shapes and constrains women elite leaders' social relations with other women. We conclude that raising consciousness to intragender micro-violence between women is important as a means of disruption; to facilitate women and men's acceptance of intra-gender differences between women; and to open up opportunities and possibilities for women in organizations.

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Exploring the Dynamics of Incongruent Beliefs about Women and Leaders

Cited by 47 publications

References 32 publications

Another Test of Gender Differences in Assignments to Precarious Leadership Positions: Examining the Moderating Role of Ambivalent Sexism

Another Test of Gender Differences in Assignments to Precarious Leadership Positions: Examining the Moderating Role of Ambivalent Sexism

An Emic Approach to Intersectional Study of Diversity at Work: A Bourdieuan Framing

Experiences of Women Elite Leaders Doing Gender: Intra‐gender Micro‐violence between Women

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