Punishing female negotiators for asserting too much…or not enough: Exploring why advocacy moderates backlash against assertive female negotiators

Amanatullah, Emily T.; Tinsley, Catherine H.

doi:10.1016/j.obhdp.2012.03.006

Cited by 178 publications

(181 citation statements)

References 31 publications

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“…Similar to Bowles et al (2007), Amanatullah and Tinsley (2013a) found that women suffered more backlash than men for using assertive language. Little research has examined behavioral outcomes of backlash in negotiation, but it is known to cause sabotage in other contexts (Rudman & Fairchild, 2004).…”

Section: Evidence Of Negative Treatment Of Women Negotiatorsmentioning

confidence: 68%

“…Women are perceived more negatively than men for negotiating on their own behalf (Amanatullah & Tinsley, 2013a;Bowles, Babcock, & Lai, 2007), even when experiments ensure their behavior is identical to men's. In one telling study, Bowles et al (2007) exposed working adults to a transcript of a conversation between an employer and a male or female job candidate, following the extension of an offer.…”

Section: Relational Performancementioning

confidence: 99%

“…Gender socialization emphasizes communal sharing behavior for women (Bakan, 1966;Eagly, 1987;Eagly & Steffen, 1984). Women are socialized to give freely and avoid demanding too much (Bowles et al, 2007), unless they are making demands on behalf of others (Amanatullah & Morris, 2010;Amanatullah & Tinsley, 2013a). Therefore, women may be more inclined than men to apply communal sharing norms to negotiation.…”

Section: Do Women Apply Communal Sharing and Equality Matching Norms mentioning

confidence: 99%

“…Men and women in their sample did not differ in the ambitiousness of their career goals, though women were apparently less able to realize their aspirations. Gender differences in negotiation performance are commonly invoked as one explanation for disparities in pay and advancement (Amanatullah & Tinsley, 2013a;Bowles & McGinn, 2008;Kulik & Olekalns, 2012;Nadler & Nadler, 1987;Stuhlmacher & Walters, 1999). Negotiation is an important method of distributing scarce resources, such as pay and promotions (Kray & Thompson, 2005).…”

mentioning

confidence: 99%

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A pawn in someone else's game?: The cognitive, motivational, and paradigmatic barriers to women's excelling in negotiation

Kennedy

Kray

2015

Research in Organizational Behavior

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Within a framework of inequality the existence of conflict is denied and the means to engage openly in conflict are excluded. -Jean Baker Miller, M. D. The New Psychology of WomenWomen in organizations are succeeding to a lesser degree than men. Women still hold only 5% of CEO positions (Catalyst, 2015), 19% of Board Directorships (Catalyst, 2015 and are estimated to earn only $0.82 for every dollar paid to men (Hegewisch, Ellis, & Hartmann, 2015). When women are under-represented in high status positions, it becomes more difficult for other women to succeed in the organization (Ibarra, 1992(Ibarra, , 1993Kanter, 1977). The female gender group is seen more negatively in firms with fewer senior women (Ely, 1994) and women's skills go unrecognized (Joshi, 2014) 1 .Despite similar career aspirations, the trajectories of high-achieving men and women in MBA programs vary in important ways. A recent survey of Harvard Business School alumni showed that women were less likely than men to hold senior management positions, less likely to Women's relatively worse performance in negotiation is often cited as an explanation for gender differences in advancement and pay within organizations. We review key findings from the past twenty years of research on gender differences in negotiation. Women do underperform relative to men in negotiation, but only under limited circumstances, which means the performance gap is unlikely due to lesser skills on their part. The barriers between women and negotiation excellence are of three types: cognitive, motivational, and paradigmatic. Cognitive barriers stem from negative stereotypes about women's negotiating abilities. Motivational barriers stem from desire to prevent women negotiators from excelling in a masculine domain. Paradigmatic barriers stem from how negotiation is currently studied. We call for greater attention to motivational barriers and for changes to the negotiation paradigm. Women negotiators are not incompetent, and training them to negotiate more like men is not obviously the solution. In fact, women have greater concern for others than men do, and their cooperativeness elevates collective intelligence and enables ethical behavior. Under a new paradigm of negotiation, the value of these strengths could become more readily apparent. In particular, we advocate for greater attention to long-term relationships, subjective value, and relational capital, all of which may have important economic implications in real world negotiations. ß

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Section: Evidence Of Negative Treatment Of Women Negotiatorsmentioning

confidence: 68%

Section: Relational Performancementioning

confidence: 99%

Section: Do Women Apply Communal Sharing and Equality Matching Norms mentioning

confidence: 99%

mentioning

confidence: 99%

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A pawn in someone else's game?: The cognitive, motivational, and paradigmatic barriers to women's excelling in negotiation

Kennedy

Kray

2015

Research in Organizational Behavior

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“…Netchaeva, Kouchaki, and Sheppard (2015) showed that men were more assertive towards women who express ambitious agency (e.g., self-promotion) compared to women who express administrative agency (e.g., directness). Amanatullah and Tinsley (2013) showed that females who self-advocate for a higher salary received more negative social judgments than males. In an applicant evaluation scenario, self-promoting females were rated less likely to be interviewed and hired compared to females who did not self-promote; no effect of self-promotion on the evaluation of men was observed (Waung, Hymes, Beatty, & McAsulan, 2015).…”

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confidence: 99%

Romantic Priming Effects on the Social Desirability and Hireability of Self-Promoting Women

Douglas¹,

Cole²

2016

IJPS

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The present study examined the effects of romantic and intelligence priming on the social-desirability and hireability of self-promoting and communal female job applicants. Participants were first primed with either romantic or intelligence related images and then asked to evaluate the social-desirability and hireability of three female job applicants. These job applicants were self-promoting and competent, communal and competent, or communal and not competent. After rating the job applicants, participants were reprimed and asked to complete a scale measuring career aspiration. Results revealed that participants rated the self-promoting applicant as more hirable than the communal applicants. In contrast, the communal and competent applicant was rated more socially desirable than the self-promoting applicant. No effect of priming on participants' career aspiration or applicants' social-desirability or hireability was found. However, there was a marginally significant relationship between participant gender and first choice to hire.

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Claiming the corner office: Female CEO careers and implications for leadership development

Athanasopoulou

Moss-Cowan

Smets

et al. 2017

Human Resource Management

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Drawing on evidence from a unique data set of in‐depth qualitative interviews with 12 female CEOs (and 139 male CEOs) of global corporations, we explore what enables some women to become CEOs. By drawing on our data from male and female CEOs, we set the scene by comparing the advice they would give to young women as they start their careers. We then focus the rest of our article on the experiences and career trajectory of the 12 female CEOs. We make three theoretical contributions: We identify, at the individual level, how women can take active ownership of their careers as part of a self‐acceptance process; how they can embrace gynandrous leadership as part of a self‐development process where both feminine and masculine leadership behaviors are embraced, with the feminine being dominant to help move beyond gender stereotypes, and finally, how they translate leadership—rather than combine—gender‐based behaviors as part of a self‐management process to develop their unique leadership style. For each of these theoretical contributions at the individual level, we also provide two practical recommendations for HR practice and policy, one relating to the intraorganizational context and the second having institutional‐level implications. We conclude by discussing implications for future research.

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Punishing female negotiators for asserting too much…or not enough: Exploring why advocacy moderates backlash against assertive female negotiators

Cited by 178 publications

References 31 publications

A pawn in someone else's game?: The cognitive, motivational, and paradigmatic barriers to women's excelling in negotiation

A pawn in someone else's game?: The cognitive, motivational, and paradigmatic barriers to women's excelling in negotiation

Romantic Priming Effects on the Social Desirability and Hireability of Self-Promoting Women

Claiming the corner office: Female CEO careers and implications for leadership development

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