Gender Stereotypes in the Workplace: Obstacles to Women's Career Progress

Heilman, Madeline E.; Parks‐Stamm, Elizabeth J.

doi:10.1016/s0882-6145(07)24003-2

Cited by 160 publications

(104 citation statements)

References 83 publications

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“…This perceived lack of fit makes women less likely to pursue and to be selected for male gender-typed roles such as that of entrepreneur (15,16). Compared with men, women in male gender-typed positions are more likely to have their performance devalued, less likely to receive opportunities for career advancement, and more likely to encounter challenges and skepticism in starting and running ventures (17)(18)(19)(20)(21)(22)(23)(24)(25)(26)(27).…”

mentioning

confidence: 99%

Investors prefer entrepreneurial ventures pitched by attractive men

Brooks

Huang

Kearney

et al. 2014

Proc. Natl. Acad. Sci. U.S.A.

354

183

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Entrepreneurship is a central path to job creation, economic growth, and prosperity. In the earliest stages of start-up business creation, the matching of entrepreneurial ventures to investors is critically important. The entrepreneur's business proposition and previous experience are regarded as the main criteria for investment decisions. Our research, however, documents other critical criteria that investors use to make these decisions: the gender and physical attractiveness of the entrepreneurs themselves. Across a field setting (three entrepreneurial pitch competitions in the United States) and two experiments, we identify a profound and consistent gender gap in entrepreneur persuasiveness. Investors prefer pitches presented by male entrepreneurs compared with pitches made by female entrepreneurs, even when the content of the pitch is the same. This effect is moderated by male physical attractiveness: attractive males were particularly persuasive, whereas physical attractiveness did not matter among female entrepreneurs.physical appearance | persuasion

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mentioning

confidence: 99%

Investors prefer entrepreneurial ventures pitched by attractive men

Brooks

Huang

Kearney

et al. 2014

Proc. Natl. Acad. Sci. U.S.A.

354

183

View full text Add to dashboard Cite

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“…These factors encompass the institutional barriers that women face because of the divergent ways in which men and women are perceived and treated by others. For example, evidence suggests that compared to men, women are perceived as less competent and lacking leadership potential (7)(8)(9) and are more likely to encounter challenges, skepticism, and backlash about their ideas and abilities (10)(11)(12)(13)(14)(15). Interestingly, gender-based biases and discrimination seem to be perpetuated by men and women alike (16,17).…”

mentioning

confidence: 99%

Compared to men, women view professional advancement as equally attainable, but less desirable

Gino

Wilmuth

Brooks

2015

Proc. Natl. Acad. Sci. U.S.A.

130

104

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Women are underrepresented in most high-level positions in organizations. Though a great deal of research has provided evidence that bias and discrimination give rise to and perpetuate this gender disparity, in the current research we explore another explanation: men and women view professional advancement differently, and their views affect their decisions to climb the corporate ladder (or not). In studies 1 and 2, when asked to list their core goals in life, women listed more life goals overall than men, and a smaller proportion of their goals related to achieving power at work. In studies 3 and 4, compared to men, women viewed highlevel positions as less desirable yet equally attainable. In studies 5-7, when faced with the possibility of receiving a promotion at their current place of employment or obtaining a high-power position after graduating from college, women and men anticipated similar levels of positive outcomes (e.g., prestige and money), but women anticipated more negative outcomes (e.g., conflict and tradeoffs). In these studies, women associated high-level positions with conflict, which explained the relationship between gender and the desirability of professional advancement. Finally, in studies 8 and 9, men and women alike rated power as one of the main consequences of professional advancement. Our findings reveal that men and women have different perceptions of what the experience of holding a high-level position will be like, with meaningful implications for the perpetuation of the gender disparity that exists at the top of organizational hierarchies.gender | professional advancement | goals | power | achievement E ven in societies that stress the importance of gender equality, women are underrepresented in most senior-level positions (1). For instance, recent estimates indicate that women comprise less than 5% of Fortune 500 CEOs, less than 15% of executive officers, less than 20% of full professors in the natural sciences, and only 6% of partners in venture capital firms (2-4). Moreover, it seems that the small percentage of women who do attain executive positions are relegated to spheres within the organization that have less influence and fewer opportunities for professional advancement (5). These differences may not exist at the start of the employment relationship. In fact, recent evidence has found that female applicants were favored over male ones for positions as assistant professors in science (6).Many reasons exist for the gender imbalance in high-level positions. These reasons can be grouped into two broad categories. The first category is what sociologists refer to as demandside factors and psychologists call interpersonal effects. These factors encompass the institutional barriers that women face because of the divergent ways in which men and women are perceived and treated by others. For example, evidence suggests that compared to men, women are perceived as less competent and lacking leadership potential (7-9) and are more likely to encounter challenges, skepticism, and backla...

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“…Scale validity was analyzed by focusing on convergent validity. As part of the convergent validity, we examined average variance extracted (ρc AVE ) and composite reliability coefficients (ρc CR ), keeping in mind the criterion (Hair et al 2010;Fornell and Larcker 1981;Bagozzi and Yi 1988): ρc AVE > 0.5 and ρc CR > 0.7 and the criterion by Byrne (2010) ρc CR > ρc AVE . In order to check multicollinearity, we used variance inflation factors (VIF) < 5.0 (Hair et al 2010).…”

Section: Methodsmentioning

confidence: 99%

“…Examples of such factors explaining vertical segregation are human capital barriers (lack of education, resources, and experience), differences in communication styles, exclusion from informal networks, lack of mentors and role-models, and limited management support for work/life programs (Lewis 1997(Lewis , 1998Mani 1997;Dolan 2004;Sabharwal 2015). Social and organizational psychologists (e.g., Heilman and Parks-Stamm 2007;Koenig et al 2011) studied the causes of this factors based on gender stereotyping. A commonly held assumption is that women lack adequate human capital for managerial positions (Burke 2000).…”

Section: Perceived Gender Equality Between Male and Female Managersmentioning

confidence: 99%

Perceived Gender Equality in Managerial Positions in Organizations

2017

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Background and Purpose:This research aims to achieve two main objectives: to investigate differences between male and female managers regarding the perceived gender equality in organizations and to analyze the gender differences in relationships among the perceived gender equality, the perceived satisfaction with employment position and career, the perceived satisfaction with work, and the perceived work-family conflict. Design/Methodology/Approach: The sample of research includes 82 managers in Slovenian organizations. In first stage, we analyzed with t-test differences between male and female regarding perceived gender equality in decision-making positions. In the next step we developed the conceptual models and used structural equational modeling (SEM), and analyzed differences between constructs in two conceptual models. Results:The research results show that female managers perceive gender equality in organizations in general to be significantly lower than males; furthermore, perceived gender equality is positively related to the perceived satisfaction with employment position and career as well as to the perceived satisfaction with work, but both relationships are significantly stronger for female managers. On the other hand female managers seems to cope more efficiently with the perceived work-family conflict since it has significantly different impact on female managers' perceived satisfaction with work, as compared to the male managers. Conclusion: To achieve more gender equality within organizations and a reduction of the gender gap, the legislative initiatives cannot be successful without appropriate corporate strategy sets, which presents the framework for doing business and determines the internal working culture. The findings offer several policy, as well as business practice-oriented implications.

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Gender Stereotypes in the Workplace: Obstacles to Women's Career Progress

Cited by 160 publications

References 83 publications

Investors prefer entrepreneurial ventures pitched by attractive men

Investors prefer entrepreneurial ventures pitched by attractive men

Compared to men, women view professional advancement as equally attainable, but less desirable

Perceived Gender Equality in Managerial Positions in Organizations

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