Perceived competence overrides gender bias: gender roles, affective trust and leader effectiveness

Abstract

PurposeDespite abundant research on the negative effect of gender stereotypes on female leaders, it remains unclear whether leader competence perceived by the subordinates could overcome this backlash effect. Drawing on expectation states theory and expectancy violation theory, the authors investigate how the interaction among leaders' gender roles, leader sex and subordinates' perceived leader competence influences leader effectiveness through subordinates' affective trust.Design/methodology/approachData were collected through two-wave surveys among 489 participants from various sectors in different parts of China. SPSS and Hayes PROCESS were used to test the hypotheses.FindingsHigh competence perceived by the subordinates helps female leaders to overturn the negative effect of masculinity and strengthen the positive effect of femininity, whereas this positive moderation does not hold for male leaders.Originality/valueThis study addresses the ongoing debate about “female advantage” in leadership by showing that female leaders benefit from high perceived competence and are penalized by low perceived competence to a greater extent than male leaders in terms of leader effectiveness.

Leadership development programmes: part of the solution or part of the problem of women’s under-representation in leadership?

“…On one hand, women are expected to show authority, agency, assertiveness, dominance, rationality, and instrumentality to be perceived as effective leaders (Trumpy and Elliott, 2019;Hu et al, 2022). These characteristics have traditionally been associated with masculinity (Trumpy and Elliott, 2019;Hu et al, 2022).…”

“…This can lead women who appear to be affective to be perceived as not tough enough for a leadership role, and women who appear to be assertive to be labelled as aggressive. This is because, as highlighted by Hu et al (2022), women who portray masculine characteristics violate long-standing gender stereotypes and the status order, which, consequently, triggers the legitimacy judgement of others.…”

“…The effect of the double bind in women’s leadership, meaning that women are simultaneously expected to be feminine as women and masculine as leaders, can negatively impact their leadership opportunities (Hu et al , 2022). As asserted by several scholars (Trumpy and Elliott, 2019; Banu-Lawrence et al , 2020; Hu et al , 2022; Perriton, 2022), women are often expected to meet competing expectations.…”

“…The effect of the double bind in women’s leadership, meaning that women are simultaneously expected to be feminine as women and masculine as leaders, can negatively impact their leadership opportunities (Hu et al , 2022). As asserted by several scholars (Trumpy and Elliott, 2019; Banu-Lawrence et al , 2020; Hu et al , 2022; Perriton, 2022), women are often expected to meet competing expectations. On one hand, women are expected to show authority, agency, assertiveness, dominance, rationality and instrumentality to be perceived as effective leaders (Trumpy and Elliott, 2019; Hu et al , 2022).…”

“…As asserted by several scholars (Trumpy and Elliott, 2019; Banu-Lawrence et al , 2020; Hu et al , 2022; Perriton, 2022), women are often expected to meet competing expectations. On one hand, women are expected to show authority, agency, assertiveness, dominance, rationality and instrumentality to be perceived as effective leaders (Trumpy and Elliott, 2019; Hu et al , 2022). These characteristics have traditionally been associated with masculinity (Trumpy and Elliott, 2019; Hu et al , 2022).…”