Gender bias in employment contexts: A closer examination of the role incongruity principle

Hoyt, Crystal L.

doi:10.1016/j.jesp.2011.08.004

Cited by 43 publications

(42 citation statements)

References 50 publications

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“…Through gender stereotyping, leadership is essentially merged with being a man, rendering women leaders as invisible (Eagly & Chin, 2010;Hoobler et al, 2011;Hoyt, 2012;Jackson, Engstrom, & Emmers-Sommer, 2007;Smith, 2010).…”

Section: Role Congruity Theorymentioning

confidence: 99%

“…As a result, when a woman is in a leadership role, she creates dissonance in one of two ways: either by exhibiting behaviors inconsistent with the female gender role or by behaving inconsistent with expected leadership behaviors (Eagly & Karau, 2002;Hoyt, 2012). The dissonance created by women leaders often results in women being treated as less qualified than men to be leaders (Eagly & Karau, 2002;Lemoine et al, 2016) or being considered as less effective leaders (Eagly & Karau, 2002;Hoyt, 2012).…”

Section: Role Congruity Theorymentioning

confidence: 99%

“…While men are expected to exhibit leadership (or agentic) characteristics, when women exhibit the same behaviors they are viewed as ineffective or undesirable (Eagly & Karau, 2002;Hoyt, 2012). Jamieson (1995) referred to this as the "double bind" where women are expected to adhere to socially acceptable feminine behaviors while being held to masculine standards of leadership.…”

Section: Role Congruity Theorymentioning

confidence: 99%

“…Hoyt (2012) found that in gendered organizations, women experience fewer opportunities for development, are given reduced responsibilities in the same jobs, and receive little encouragement or formal training (Hoyt, 2012). Because women are under-represented at the executive levels, they also report experiencing greater difficulty in accessing social networks, both professional and informal (Kossek et al, 2017).…”

Section: Impact Of Gender On Government Institutionsmentioning

confidence: 99%

“…Fox and Schumann (2001) noted that most mentoring opportunities occurred between same-sex mentors. With significantly fewer women as potential mentors, it is more difficult for women to establish mentor relationships (Hoyt, 2012). Fox and Schumann (2001) wrote, "if mentors continue to choose protégés who share similar characteristics and aspirations, this may pose greater challenges for women" (p. 390).…”

Section: The Intersection Of Gender and Administrative Leadershipmentioning

confidence: 99%

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'a woman's place' : exploring the leadership journeys of women in government using interpretative phenomenological analysis

Townsend¹

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The phrase 'a woman's place' has been used to assert there are roles or locations socially acceptable for women to occupy, inferring there are places or positions where they do not belong. While it could be dismissed as an outdated expression, a saying that reflects oldfashioned views no longer held, women who aspire to leadership in government organizations still experience the alienating effects of the phrase that implies they do not belong. This study sought to understand the lived experiences of nine women who successfully navigated a path to executive leadership in Utah state government. Interpretative phenomenological analysis was used to understand their first-person lived experience of being a leader in an environment where a dominant majority of leadership positions are held by men. By using social role theory and role congruity theory as the theoretical framework, data analysis showed that through their experiences, the women relied upon persistence and resilience to pursue a career path where leadership developmental opportunities echoed the labyrinth metaphor rather than the traditional metaphor of a career ladder. Embedded in these experiences was a struggle for visibility and voice, where the women were confronted with being socially excluded. Listening to the stories of these women showed how their grit and determination helped them succeed as a leader.Recommendations for practice and future research were grounded in their narratives and in the research literature, with the goal of moving to a point where the phrase 'a woman's place' will no longer haunt the experience of women leaders within government organizations.

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Section: Role Congruity Theorymentioning

confidence: 99%

Section: Role Congruity Theorymentioning

confidence: 99%

Section: Role Congruity Theorymentioning

confidence: 99%

Section: Impact Of Gender On Government Institutionsmentioning

confidence: 99%

Section: The Intersection Of Gender and Administrative Leadershipmentioning

confidence: 99%

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'a woman's place' : exploring the leadership journeys of women in government using interpretative phenomenological analysis

Townsend¹

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Side effects of gender‐fair language: How feminine job titles influence the evaluation of female applicants

Formanowicz

Bedyńska

Cislak

et al. 2012

Euro J Social Psych

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In many languages, feminization has been used as a strategy to make language more gender‐fair, because masculine terms, even in a generic function, exhibit a male bias. Up to date, little is known about possible side effects of this language use, for example, in personnel selection. In three studies, conducted in Polish, we analyzed how a female applicant was evaluated in a recruitment process, depending on whether she was introduced with a feminine or masculine job title. To avoid influences from existing occupations and terms, we used fictitious job titles in Studies 1 and 2: diarolożka (feminine) and diarolog (masculine). In Study 3, we referred to existing occupations that varied in gender stereotypicality. In all studies, female applicants with a feminine job title were evaluated less favorably than both a male applicant (Study 1) and a female applicant with a masculine job title (Studies 1, 2, and 3). This effect was independent of the gender stereotypicality of the occupation (Study 3). Participants' political attitudes, however, moderated the effect: Conservatives devaluated female applicants with a feminine title more than liberals (Studies 2 and 3). Copyright © 2012 John Wiley & Sons, Ltd.

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Affirmative action policies in job advertisements for leadership positions: How they affect women's and men's inclination to apply

Nater

Sczesny

2016

Euro J Social Psych

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This research investigates how affirmative action policies in job advertisements for leadership positions affect women's and men's inclination to apply. Management students (N = 389) received advertisements that differed in the strictness of announced gender policies: no statement, women explicitly invited to apply, preferential treatment of equally qualified women, or quota of 40% women. When women were treated preferentially, female participants reported higher self‐ascribed fit, which resulted in higher inclinations to apply compared with the control condition and with men. However, when quota regulations were active, female participants showed neither an increased self‐ascribed fit nor higher inclinations to apply. Interestingly, the underlying mechanism was not different when a quota regulation or no statement was announced: participants with higher agency levels reported higher inclinations to apply owing to an increase in self‐ascribed fit. This study provides evidence that only some preferential treatment policies may be successful in increasing women's interest in leadership positions.

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Gender bias in employment contexts: A closer examination of the role incongruity principle

Cited by 43 publications

References 50 publications

'a woman's place' : exploring the leadership journeys of women in government using interpretative phenomenological analysis

'a woman's place' : exploring the leadership journeys of women in government using interpretative phenomenological analysis

Side effects of gender‐fair language: How feminine job titles influence the evaluation of female applicants

Affirmative action policies in job advertisements for leadership positions: How they affect women's and men's inclination to apply

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