Me, a woman and a leader: Positive social identity and identity conflict

Karelaia, Natalia; Guillén, Laura

doi:10.1016/j.obhdp.2014.08.002

Cited by 89 publications

(100 citation statements)

References 109 publications

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“…Identity as a leader is the result of an evaluation process of attaching positive or negative valence on an individual's role as a leader (DeRue & Ashford, 2010;Karelaia & Guillén, 2014). This evaluation depends on an individual's knowledge of how good or how fit they are as leaders (i.e.…”

Section: Introductionmentioning

confidence: 99%

“…Thus, leaders may have positive or negative evaluations of their identity as leaders. However, leaders that are energised to perform are only those with positive identity as leaders, which refers to the positive valence of the leader's own evaluations, and the perception of others' judgements in relation to their identity as leaders (Karelaia & Guillén, 2014).…”

Section: Introductionmentioning

confidence: 99%

“…In their empirical experiments, Karelaia and Guillén (2014) show that leaders with positive identity tend to be more energetic and to work more wholeheartedly. Leaders with positive identity are also able to motivate their followers to achieve shared goals and activate their group-based identities, which result in greater coordination among followers (Van Knippenberg et al, 2004).…”

Section: Introductionmentioning

confidence: 99%

“…Social identity proposes that the identity that individuals attach to themselves is related to the social roles to which they are assigned (Hogg & Terry, 2001;Karelaia & Guillén, 2014;Stets & Serpe, 2013). Every individual possesses multiple identities because every individual identifies him or herself with many social categories and has more than one social role.…”

Section: Introductionmentioning

confidence: 99%

“…Each role has a set of meanings to which the individual attaches, and rules on how he or she should think, feel, and behave (Hogg & Terry, 2001;Stets & Serpe, 2013). Considering the extreme differences in gender-typed and leader-typed roles, this often results in role incongruity or identity conflict (Karelaia & Guillén, 2014). Stereotypically, people tend to expect women to be calm, warm and nurturing, which are communal traits, while they view leaders as having more agentic traits, such as being assertive, dominant and competitive (Gartzia & Baniandrés, 2015;Koenig et al, 2011).…”

Section: Introductionmentioning

confidence: 99%

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Diversity in Unity: Perspectives from Psychology and Behavioral Sciences

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

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Ariyanto¹,

Muluk²,

Newcombe³

et al. 2017

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Appearing self‐confident and getting credit for it: Why it may be easier for men than women to gain influence at work

Guillén

Mayo

Karelaia

2017

Human Resource Management

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Appearing self‐confident is instrumental for progressing at work. However, little is known about what makes individuals appear self‐confident at work. We draw on attribution and social perceptions literature to theorize about both antecedents and consequences of appearing self‐confident for men and women in male‐dominated professions. We suggest that performance is one determinant of whether individuals are seen as confident at work and that this effect is moderated by gender. We further propose that self‐confidence appearance increases the extent to which individuals exert influence in their organizations. However, for women, appearing self‐confident is not enough to gain influence. In contrast to men, women in addition are “required” to be prosocially oriented. Multisource, time‐lag data from a technological company showed that performance had a positive effect on self‐confidence appearance for both men and women. However, the effect of self‐confidence appearance on organizational influence was moderated by gender and prosocial orientation, as predicted. Through self‐confidence appearance, job performance directly enabled men to exert influence in their organization. In contrast, high‐performing women gained influence only when their self‐confidence appearance was coupled with prosocial orientation. Our results have practical implications for gender equality and leadership. They suggest that HR and senior management should play a key role in building more diversity‐friendly organizations. In particular, ensuring that the same job requirements—explicit and implicit—are applied to both female and male employees is crucial for fair individual outcomes in organizations.

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