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Alice H. Eagly
Researcher at Northwestern University
Publications - 265
Citations - 71736
Alice H. Eagly is an academic researcher from Northwestern University. The author has contributed to research in topics: Leadership style & Social psychology (sociology). The author has an hindex of 97, co-authored 261 publications receiving 66292 citations. Previous affiliations of Alice H. Eagly include Texas A&M University & University of Massachusetts Amherst.
Papers
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Journal ArticleDOI
The psychology of attitudes.
Alice H. Eagly,Shelly Chaiken +1 more
TL;DR: The only truly comprehensive advanced level textbook designed for courses in the pscyhology of attitudes and related studies in attitude measurement, social cognition is as mentioned in this paper, which contains a comprehensive coverage of classic and modern research and theory.
Journal ArticleDOI
Role congruity theory of prejudice toward female leaders.
Alice H. Eagly,Steven J. Karau +1 more
TL;DR: Evidence from varied research paradigms substantiates that consequences of perceived incongruity between the female gender role and leadership roles are more difficult for women to become leaders and to achieve success in leadership roles.
BookDOI
Sex differences in social behavior : a social-role interpretation
TL;DR: The analysis of sex differences in social behavior is presented as a new theory and a new method based on research published in “Sex Differences in Social Behavior: A New Theory and a New Method.”
Journal ArticleDOI
Gender and Leadership Style: A Meta-Analysis
Alice H. Eagly,Blair T. Johnson +1 more
TL;DR: In contrast to the gender-stereotypic expectation that women lead in an interpersonaily oriented style and men in a task-oriented style, female and male leaders did not differ in these two styles in organizational studies as mentioned in this paper.
Journal ArticleDOI
Transformational, Transactional, and Laissez-Faire Leadership Styles: A Meta-Analysis Comparing Women and Men
TL;DR: A meta-analysis of 45 studies of transformational, transactional, and laissez-faire leadership styles found that female leaders were more transformational than male leaders and also engaged in more of the contingent reward behaviors that are a component of transactional leadership.