The persistence of gender stereotypes about leadership competencies
Article Sidebar
Main Article Content
Abstract
This paper studies gender stereotypes about leadership competencies among men and women, and the effect of stereotypical thinking on the self-esteem regarding these competencies. We rely on original survey data that measures both gender stereotypical thinking and self-esteem in an extensive list of 25 leadership competencies. Our main finding is that gender stereotypical attitudes have a substantial effect on self-esteem and that this effect is greater for women than for men. We also find that the strongest stereotypes exist for competencies that women are considered to be better at (such as empathizing); that both men and women have stereotypes, although stereotypes are stronger among men (especially for competencies that are most closely related to leadership); that there are substantial gender differences in self-esteem in certain specific leadership competencies but not in general leading competency; and that implicit leadership theories are strongly related to gender stereotypes (competencies that are more strongly related to leadership, are also competencies of which respondents consider that men are better at it).
Article Details
Citas en Dimensions Service
References
Ayman, R. y Korabik, K. [2010], “Leadership: Why gender and culture matter”, American Psychologist, 65[3], pp. 157-170.
Baert, S., De Pauw, A.-S. y Deschacht, N. [2016], “Do employer preferences contribute to sticky floors?”, Industrial & Labor Relations Review, 69[3], pp. 714-736.
Bennis, W. [2003], On becoming a leader, New York: Basic Books.
Blake-Beard, S., Shapiro, M. e Ingols, C. [2020], “Feminine? Masculine? Androgynous leadership as a necessity in COVID-19”, Gender in Management: An International Journal, 35[7/8], pp. 607-617.
Boyatzis, R. [1982], The competent manager, Chichester: Wiley.
Brenner, O. C., Tomkiewicz, J. y Schein, V. E. [1989], “The relationship between sex role stereotypes and requisite management characteristics revisited”, Academy of Management Journal, 32[3], pp. 662-669.
Brown, M. E. y Treviño, L. K. [2006], “Ethical leadership: A review and future directions”, The Leadership Quarterly, 17[6], pp. 595-616.
Duehr, E. E. y Bono, J. E. [2006], “Men, Women, and Managers: Are stereotypes finally changing?”, Personnel Psychology, 59[4], pp. 815-846.
Eagly, A. H. y Carli, L. L. [2007], Through the labyrinth: The truth about how women become leaders, Boston: Harvard Business School Press.
Eagly, A. H. y Karau, S. J. [2002], “Tole congruity theory or prejudice toward female leaders”, Psychological review, 109[3], pp. 573-598.
Ellemers, N. [2018], “Gender stereotypes”, Annual Review of Psychology, 69, pp. 275-298.
Feenstra, S., Stoker, J. I., Lammers, J. y Garretsen, H. [2023], “Managerial stereotypes over time: the rise of feminine leadership”, Gender in Management: An International Journal, 38[6], pp. 770-783.
Fisher, T., Tian, A. W. y Hughes, D. J. [2021], “Abusive supervision: A systematic review and fundamental rethink”, The Leadership Quarterly, 32[6], pp. 1-19.
Goleman, D. [2006], Emotional intelligence: why it can matter more than IQ, New York: Bantam Books.
Heilman, M. E. [1997], “Sex discrimination and the affirmative action remedy: The role of sex stereotypes”, Journal of Business Ethics, 16[9], pp. 877-889.
Heilman, M. E. [2012], “Gender stereotypes and workplace bias”, Research in Organizational Behavior, 32, pp. 113-135.
Heilman, M. E., Block, C. J., Martell, R. F. y Simon, M. C. [1989], “Has anything changed? Current characterizations of men, women, and managers”, Journal of Applied Psychology, 74[6], pp. 935-942.
Hoover, A., Hack, T., Garcia, A. L., Goodfriend, W. y Habashi, M. M. [2018], “Powerless men and agentic Women: Gender bias in hiring decisions”, Sex Roles, 80, pp. 667-680.
Jogulu, U. D. y Wood, G. J. [2006], “The role of leadership theory in raising the profile of women in management”, Equal Opportunities International, 25[4], pp. 236-250.
Johnson, S. K., Murphy, S. E., Zewdie, S. y Reichard, R. J. [2008], “The strong, sensitive type: Effects of gender stereotypes and leadership prototypes on the evaluation of male and female leaders”, Organizational Behavior and Human Decision Processes, 106[1], pp. 39-60.
Koenig, A. M., Eagly, A. H., Mitchell, A. A. y Ristikari, T. [2011], “Are leader stereotypes masculine? A meta-analysis of three research paradigms”, Psychological Bulletin, 137[4], pp. 616-642.
Korabik, K. [1990], “Androgyny and leadership style”, Journal of Business Ethics, 9, pp. 283-292.
Landy, F. J. [2005], “Some historical and scientific issues related to research on emotional intelligence”, Journal of Organizational Behavior, 26[4], pp. 411-424.
Lueptow, L. B., Garovich-Szabo, L. y Lueptow, M. B. [2001], “Social change and the persistence of sex typing: 1974-1997”, Social Forces, 80[1], pp. 1-3.
Mumford, T. V., Todd, E. M., Higgs, C. y McIntosh, T. [2017], “Cognitive skills and leadership performance: nine critical skills”, The Leadership Quarterly, 18[2], pp. 24-39.
Oakley, J. G. [2000], Gender-based barriers to senior management positions: Understanding the scarcity of female CEOs. Journal of Business Ethics, 27, pp. 321-334.
Offermann, L. R., Kennedy, J. K. y Wirtz, P. W. [1994], “Implicit leadership theories: Content, structure, and generalizability”, The Leadership Quarterly, 5[1], pp. 43-58.
Oswald, D. L. y Chapleau, K. M. [2010], “Selective self-stereotyping and womens’s self-esteem maintenance”, Personality and Individual Differences, 49[8], pp. 918-922.
Pardal, V., Alger, M. y Latu, I. [2020], “Implicit and explicit gender stereotypes at the bargaining table: Male counterparts’ stereotypes predict women’s lower performance in dyadic face-to-face negotiations”, Sex Roles, 83, pp. 289-302.
Patterson, K. y van Dierendonck, D. [Eds.] [2010], Servant leadership: Developments in theory and research, Basingstoke: Palgrave Macmillan.
Powell, G. N., Butterfield, D. A. y Jiang, X. [2021], “The ‘good manager’ over five decades: toward an androgynous profile?”, Gender in Management: An International Journal, 36[6], pp. 714-730.
Russell, R. F. y Stone, A. G. [2002], “A review of servant leadership attributes: developing a practical model”, Leadership & Organization Development Journal, 23[3], pp. 145-157.
Schein, E. H. y Schein, P. A. [2018], Humble leadership. The power of relationships, openness, and trust, Oakland: Berrett-Koehier Publishers.
Schein, V. E. [1973], “The relationship between sex role stereotypes and requisite management characteristics”, Journal of Applied Psychology, 57[2], pp. 95-100.
Schein, V. E. [1975], “The relationship between sex role stereotypes and requisite management characteristics among female managers”, Journal of Applied Psychology, 60[3], pp. 340-344.
Vasconcelos, A. F. [2018], “Gender and leadership stereotypes theory: Is it reaching the boundaries?”, Management Research Review, 41[11], pp. 1336-1355.
Wellington, S., Kropf, M. B. y Gerkovich, P. R. [2003], “What’s holding women back?”, Harvard Business Review, 81[6], pp. 18-19.
Wirth-Dominicé, L. [2015], The global report women in business and management: gaining momentum, Geneva: International Labour Office.
Yammarino, F. J., Dionne, S. D., Schriesheim, C. A. y Dansereau, F. [2008], “Authentic leaderschip and positive organizational behavior: A meso, multi-perspective”, The Leadership Quarterly, 19[6], pp. 708-722.
Yukl, G. [2012], “Effective leadership behavior: what we know and what questions need more attention”, Academy of Management Perspectives, 26[4], pp. 66-85.
Zheng, W. y Muir, D. [2015], “Embracing leadership: a multi-faceted model of leader identity development”, Leadership & Organization Development Journal, 36[6], pp. 630-656.
All content in this journal, except where identified, is under a Creative Commons License