Self-Presentational Responses to Success in the Organization: The Costs and Benefits of Modesty

Wosinska, Wilhelmina; Dabul, Amy J.; Whetstone-Dion, Robin; Cialdini, Robert B.

doi:10.1207/s15324834basp1802_8

Cited by 96 publications

(68 citation statements)

References 35 publications

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“…Although our participants regarded inspirational motivation as important for women's promotion, it was less important than for men. Such behaviors are somewhat inconsistent with the prescriptive stereotype that women should be modest and self-effacing, and this inconsistency can undermine the effectiveness of such behaviors (e.g., Wosinska et al, 1996). For women, inspirational motivation and individualized consideration were regarded as equally important for promotion.…”

Section: Discussionmentioning

confidence: 99%

“…Furthermore, traditional gender norms favor modesty over self-promotion and assertiveness in women (e.g., Rudman, 1998;Wosinska, Dabul, Whetstone-Dion, & Cialdini, 1996). These norms can hinder women when executive leadership is conflated with charismatic qualities (Martell, Parker, Emrich, & Crawford, 1998), a phenomenon that may be prevalent especially at the CEO level (Agle, Nagarajan, Sonnenfeld, & Srinivasan, 2006;Hogan & Kaiser, 2005).…”

Section: Study 2: Prescriptive Stereotypes About the Importance Of Lementioning

confidence: 99%

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An exploration of stereotypical beliefs about leadership styles: Is transformational leadership a route to women's promotion?

Vinkenburg¹,

Engen

Eagly

et al. 2011

The Leadership Quarterly

268

191

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An exploration of stereotypical beliefs about leadership stylesVinkenburg, C.J.; van Engen, Marloes; Eagly, A.H.; Johannesen-Schmidt, M.C. Published in:The Leadership Quarterly Document version:Publisher's PDF, also known as Version of record General rightsCopyright and moral rights for the publications made accessible in the public portal are retained by the authors and/or other copyright owners and it is a condition of accessing publications that users recognise and abide by the legal requirements associated with these rights.-Users may download and print one copy of any publication from the public portal for the purpose of private study or research -You may not further distribute the material or use it for any profit-making activity or commercial gain -You may freely distribute the URL identifying the publication in the public portal Take down policyIf you believe that this document breaches copyright, please contact us providing details, and we will remove access to the work immediately and investigate your claim. Two experimental studies examined whether gender stereotypes about the transformational, transactional, and laissez-faire leadership styles constitute an advantage or an impediment for women's access to leadership positions in organizations. The first study investigated the accuracy of descriptive gender stereotypes about leadership styles, showing that participants accurately believe that women display more transformational and contingent reward behaviors, and fewer management-by-exception and laissez-faire behaviors than men. The second study investigated prescriptive stereotypes about the importance of leadership styles for the promotion of women and men to different levels in organizations. Inspirational motivation was perceived as more important for men than women and especially important for promotion to CEO. In contrast, individualized consideration was perceived as more important for women than men and especially important for promotion to senior management. Consistent with these stereotypical beliefs about leadership, women interested in promotion may be well advised to blend individualized consideration and inspirational motivation behaviors.

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Section: Discussionmentioning

confidence: 99%

Section: Study 2: Prescriptive Stereotypes About the Importance Of Lementioning

confidence: 99%

An exploration of stereotypical beliefs about leadership styles: Is transformational leadership a route to women's promotion?

Vinkenburg¹,

Engen

Eagly

et al. 2011

The Leadership Quarterly

268

191

View full text Add to dashboard Cite

show abstract

Section: Miscalibrated Predictions Of Emotional Responses To Self-promentioning

confidence: 99%

“…Self-promotion can, however, backfire (Godfrey, Jones, & Lord,1986). Favorable impressions may be better accomplished by modest self-presentation, or even self-denigration, than by outright bragging about one's positive qualities (Ben-Ze'ev, 1993;Feather, 1993;Powers & Zuroff, 1988;Schlenker, 1980;Schlenker & Leary, 1982;Stires & Jones, 1969;Tice, 1991;Tice & Baumeister, 1990;Tice, Butler, Muraven, & Stillwell, 1995;Wosinska, Dabul, Whetstone-Dion, & Cialdini, 1996).People are not oblivious to the negative consequences of excessive self-promotion, especially when anticipating public evaluation (Baumeister, 1982;Schlenker, 1975) or interacting with friends (Tice et al, 1995). Yet, self-promotion is a commonly used impressionmanagement strategy (cf., Leary et al, 1994), and most of us have at times been on the receiving end of others' out-of-control self-praise.…”

mentioning

confidence: 99%

You Call It “Self-Exuberance”; I Call It “Bragging”

2015

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This is the accepted version of the paper.This version of the publication may differ from the final published version. Miscalibrated Predictions of Emotional Responses to Self-Promotion 2 ! ! ! ABSTRACT People engage in self-promotional behavior because they want others to hold favorable images of them. Self-promotion, however, entails a tradeoff between conveying one's positive attributes and being seen as bragging. We propose that people get this tradeoff wrong because they erroneously project their own feelings onto their interaction partners. As a consequence, people overestimate the extent to which recipients of their self-promotion will feel proud of and happy for them, and underestimate the extent to which recipients will feel annoyed (Experiment 1 and 2). Permanent repository linkBecause people tend to self-promote excessively when trying to make a favorable impression on others, such efforts often backfire, causing targets of the self-promotion to view the self-promoter as less likeable and as a braggart (Experiment 3). Miscalibrated Predictions of Emotional Responses to Self-Promotion 3 ! ! !People want others to hold favorable images of them (Baumeister, 1982;Frey, 1978;Goffman, 1967;Jones & Wortman, 1973;Leary & Kowalski, 1990;Schlenker, Weigold, & Hallam, 1990;Sedikides, 1993), and often engage in self-promotion to achieve this end, for example by enumerating their strengths and positive traits, highlighting their accomplishments, and making internal attributions for success and achievements (Jones & Pittman, 1982;Rudman, 1998). Self-promotion can, however, backfire (Godfrey, Jones, & Lord,1986). Favorable impressions may be better accomplished by modest self-presentation, or even self-denigration, than by outright bragging about one's positive qualities (Ben-Ze'ev, 1993;Feather, 1993;Powers & Zuroff, 1988;Schlenker, 1980;Schlenker & Leary, 1982;Stires & Jones, 1969;Tice, 1991;Tice & Baumeister, 1990;Tice, Butler, Muraven, & Stillwell, 1995;Wosinska, Dabul, Whetstone-Dion, & Cialdini, 1996).People are not oblivious to the negative consequences of excessive self-promotion, especially when anticipating public evaluation (Baumeister, 1982;Schlenker, 1975) or interacting with friends (Tice et al., 1995). Yet, self-promotion is a commonly used impressionmanagement strategy (cf., Leary et al., 1994), and most of us have at times been on the receiving end of others' out-of-control self-praise. Why do so many people so often seem to get the tradeoff between self-promotion and modesty wrong, ultimately (metaphorically) shooting themselves in the foot? We propose that excessive self-promotion results from limitations in people's emotional perspective taking when they are trying to instill a positive image in others.Emotional perspective taking requires predicting how somebody else would emotionally respond to a situation that is different from the situation that the perspective-taker is currently Failures of emotional perspective taking can result from systematic errors in either judgment. First, people have ...

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“…According to Vinkenburg et al (2011), people believe that female leaders display more individualized consideration (d = 0.75), more intellectual stimulation (d = 0.42), but slightly less charisma/inspiration (d = 0.05) than male leaders. The latter may be because charisma/inspiration perhaps requires masculine attributes such as pragmatism and selfconfidence (Bass & Riggio, 2006) which might be perceived as inconsistent with the stereotypical expectation that women should be modest (Wosinska, Dabul, Whetstone-Dion, Cialdini, 1996). Consistent with empirical findings, some authors have argued that transformational leadership does not fit the stereotype of an assertive and aggressive leader (e.g., House & Howell, 1992), but is more congenial to the feminine gender role (van Engen, van der Leeden, & Willemsen, 2001) and has feminine (communal) undertones (Yoder, 2001).…”

mentioning

confidence: 99%

Gender Role Self-Concept, Categorical Gender, and Transactional-Transformational Leadership

Wolfram

Gratton

2013

Journal of Leadership & Organizational Studies

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Prior research has shown that female managers are more likely to display transactional–transformational leadership, but they are less likely than their male colleagues to benefit from this in terms of leadership effectiveness. The aim of this study is to address this intriguing finding. Our expectations were that female managers need masculinity so that their leadership can display positive effects on perceived workgroup performance, whereas androgyny would be advantageous in male managers. We collected data from 67 workgroups, and asked managers to report on their gender role self-concept as well as workgroup performance, and 473 workgroup members to report on their manager’s leadership style. Our analyses revealed that, expectedly, androgyny might be advantageous in male managers using contingent reward, intellectual stimulation, and charisma/inspiration. For female managers, however, a lack of gender-typical attributes might be disadvantageous, especially when using charisma/inspiration.

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Self-Presentational Responses to Success in the Organization: The Costs and Benefits of Modesty

Cited by 96 publications

References 35 publications

An exploration of stereotypical beliefs about leadership styles: Is transformational leadership a route to women's promotion?

An exploration of stereotypical beliefs about leadership styles: Is transformational leadership a route to women's promotion?

You Call It “Self-Exuberance”; I Call It “Bragging”

Gender Role Self-Concept, Categorical Gender, and Transactional-Transformational Leadership

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