Journal ArticleDOI
Think crisis-think female: the glass cliff and contextual variation in the think manager-think male stereotype.
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TLDR
Three studies examined gender and managerial stereotypes in the context of companies that are doing well or doing badly and suggested that women may be favored in times of poor performance, not because they are expected to improve the situation, butbecause they are seen to be good people managers and can take the blame for organizational failure.Abstract:
The “think manager‐think male” (TMTM) association underlies many gender inequalities in the workplace. However, research into the “glass cliff” has demonstrated that the suitability of male and female managers varies as a function of company performance such that in times of poor performance people may “think female” (Ryan & Haslam, 2005, 2007). Three studies examined gender and managerial stereotypes in the context of companies that are doing well or doing badly. Study 1 reproduced TMTM associations for descriptions of managers of successful companies but demonstrated a reversal for managers of unsuccessful companies. Study 2 examined the prescriptive nature of these stereotypes. No TMTM relationship was found for ideal managers of successful companies, but ideal managers of unsuccessful companies were associated with the female stereotype. Study 3 suggested that women may be favored in times of poor performance, not because they are expected to improve the situation, but because they are seen to be good people managers and can take the blame for organizational failure. Together, the studies illustrate the importance of context as a moderator of the TMTM association. Practical and theoretical implications for gender discrimination in the workplace are discussed.read more
Citations
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Implications of dispositional and process views of traits for individual difference research in leadership
Jessica E. Dinh,Robert G. Lord +1 more
TL;DR: The authors assesses the conceptual and methodological limitations associated with traditional dispositional approaches to personality and leadership, and proposes that more process-oriented approaches will better enable leadership research to explore emergent leadership phenomena such as perception and effectiveness.
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Gender-inclusive Gatekeeping: How (Mostly Male) Predecessors Influence the Success of Female CEOs
TL;DR: This article conducted a qualitative comparative case study of all CEO successions that involved female successors between 1989 and 2009 across the largest corporations in the United States and found that women's success occurred when a confluence of local firm-level factors and attributes of the (mostly) male predecessors promoted gender-inclusive gatekeeping during succession.
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Women face a labyrinth: an examination of metaphors for women leaders
Linda L. Carli,Alice H. Eagly +1 more
TL;DR: The authors conclude that the labyrinth metaphor is the most useful metaphor for women leaders, because although there has been slow steady improvement in women's access to leadership, women continue to face challenges that men do not face: gender stereotypes, discrimination in pay and promotion, lack of access to powerful mentors and networks and greater responsibility for childcare and other domestic responsibilities.
Journal ArticleDOI
Beyond the Glass Ceiling: The Glass Cliff and Its Lessons for Organizational Policy
TL;DR: In this article, the authors review evidence for a relatively new form of gender discrimination-captured by the metaphor of the glass cliff-that women face when they obtain positions of leadership.
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Gender Characterizations in Entrepreneurship: A Multi‐Level Investigation of Sex‐Role Stereotypes about High‐Growth, Commercial, and Social Entrepreneurs*
TL;DR: The authors cast new light on possible gender biases in implicit theories people hold about various forms of entrepreneurial activity using social role theory, and explored the role of women in these implicit theories and found that women hold more gender biases than men.
References
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Book
Leadership and performance beyond expectations
TL;DR: In this paper, the authors review the book "Leadership and performance beyond expectation" by Bernard M. Bass, and present a review of the book and the book's methodology.
Book
Men and Women of the Corporation
TL;DR: Men and Women of the Corporation: The Population, Industrial Supply Corporation: Setting Roles And Images as discussed by the authors, Men and women of the corporation: The population, the setting roles and images, the players and the stage.
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.
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.
Journal ArticleDOI
Description and prescription: How gender stereotypes prevent women's ascent up the organizational ladder.
TL;DR: In this paper, the scarcity of women at the upper levels of organizations is a consequence of gender bias in evaluations, and it is argued that being competent does not ensure that a woman will advance to the same organizational level as an equivalently performing man.