Managing to clear the air: Stereotype threat, women, and leadership

Effects of Stereotype Threat on Women's Leadership Aspirations and Affective Responses: The Role of Stigma Consciousness

This paper aims to investigate the role of stereotype threat and the moderating role of gender stigma consciousness on women's leadership aspiration, leadership career goal, social self-esteem, and negative affect across two experimental studies in Türkiye. We expected the detrimental effects of streotype threat to be experienced by those with high gender stigma consciousness. The first study, involving 130 female undergraduates (Mage = 20.7, SD = 4.4), presented implicit stereotype threat and showed that the threat increased the interest of team membership and women low in stigma consciousness reported higher leadership career goals than those high in stigma consciousness. The second study, conducted with 90 female undergraduates (Mage = 20.6, SD = 1.6), presented explicit stereotype threat and showed that the explicit threat had negative effect on leadership aspiration, and women high in stigma consciousness felt more negative affect and less social self-esteem due to threat than those who were low. The present research contributes to the women's leadership literature by identifying for the first time the role of stigma consciousness in the motivational and affective consequences of stereotype threat.

Adding Fuel to the Collective Fire: Stereotype Threat, Solidarity, and Support for Change

We hypothesize a yet-unstudied effect of experiencing systemic stereotype threat on women's collective action efforts: igniting women's support for other women and motivation to improve organizational gender balance. Hypotheses are supported in two surveys (Study 1: N = 1,365 business school alumnae; Study 2: N = 386 women Master of Business Administration [MBA]), and four experiments (Studies 3-6; total N = 1,897 working women). Studies 1 and 2 demonstrate that experiencing stereotype threat is negatively associated with women's domain-relevant engagement (supporting extant work on the negative effects of stereotype threat), but positively associated with women's support and advocacy of gender balance. Studies 3 to 6 provide causal evidence that stereotype threat activation leads to greater attitudes and intentions to support gender balance, ruling out negative affect as an alternative explanation and identifying ingroup solidarity as a mechanism. We discuss implications for working women, women leaders, and organizations striving to empower their entire workforce through developing equitable and inclusive practices.

His opportunity, her burden: A narrative critical review of why women decline academic opportunities

OBJECTIVES

This paper stems from a desire to deepen our own understanding of why women might 'say no' when allies and sponsors offer or create opportunities for advancement, leadership or recognition. The resulting disparity between representation by men and women in leadership positions, invited keynote speakers and publication counts in academic medicine is a stubborn and wicked problem that requires a synthesis of knowledge across multidisciplinary literature. Acknowledging the complexity of this topic, we selected a narrative critical review methodology to explore reasons why one man's opportunity might be a woman's burden in academic medicine.

METHODS

We engaged with an iterative process of identifying, reviewing and interpreting literature from Psychology (cognitive, industrial and educational), Sociology, Health Professions Education and Business, placing no restrictions on context or year of publication. Knowledge synthesis and interpretation were guided by our combined expertise, lived experience, consultations with experts outside the author team and these guiding questions: (1) Why might women have less time for career advancement opportunities? (2) Why do women have less time for research and leadership? (3) How are these disparities maintained?

RESULTS

Turning down an opportunity may be a symptom of a much larger issue. The power of social expectations, culture and gender stereotypes remains a resistant force against calls for action. Consequently, women disproportionately take on other tasks that are not as well recognised. This disparity is maintained through social consequences for breaking with firmly entrenched stereotypes.

CONCLUSIONS

Popular strategies like 'lean into opportunities', 'fake it till you make it' and 'overcome your imposter syndrome' suggest that women are standing in their own way. Critically, these axioms ignore powerful systemic barriers that shape these choices and opportunities. We offer strategies that allies, sponsors and peers can implement to offset the power of stereotypes.

Gender differences in perceived legitimacy and status perception in leadership role

The present study examined the difference between women and men in perceiving leadership roles. Two experiments, one conducted online and the other in a lab, investigated the subjective experiences of Japanese men and women when they are assigned with different roles (e.g., leader vs. subordinate). Both studies revealed that women perceived their role as less legitimate when they were assigned leader role (vs. subordinate role). In contrast, men did not differ in their perceived legitimacy according to the assigned roles. This discrepancy in legitimacy perception in response to different roles between men and women accounted for a significant variance in women's lower sense of status when they were a leader (vs. subordinate), but not among men. Our study results illustrate the psychological barrier operating for women in organizations that are embedded in a cultural context in which women leaders are highly underrepresented.

The role of women as change agents in a male-dominated context: Empirical findings from the transport and mobility industry

BACKGROUND

A variety of scholars deal with change agents' role within change processes and highlight their relevance as role models in an organisation, but there are shortcomings. First, research on the impact of change processes has traditionally focused on the impact on employees' (change recipients') wellbeing but only limited attention has been paid to the impact on change agents' own well-being, resilience, and health. Second, studies that reflect on female CAs' well-being are missed.

OBJECTIVE

This study aims to enhance our knowledge on the role of women as change agents in analysing their perceived self-efficacy during change and their job satisfaction as job-related dimension of wellbeing.

METHODS

We applied a mixed-method design, conducting two studies based on data from 71 specialists - change agents - working in the transport or mobility departments of seven local authorities participating in the H2020 CIVITAS SUITS project, from six different countries, Greece, Spain, Italy, Romania, United Kingdom, and Lithuania.

RESULTS

The first quantitative survey shows that female change agents may have to perceive higher levels of self-efficacy during organisational change to perceive similar levels of job satisfaction as men. The second qualitative study (focus groups) provides more in-depth explanations of these results. This allows us to derive managerial implications to prevent decreases in women's well-being and strengthen their resilience and health during change.

CONCLUSION

This mixed-method study highlights the role of women as change agents, driving organisational change within male-dominated transport departments of local authorities. Our results show that female change agents need extra support in managing change processes within male-dominated contexts as the transport and mobility field to avoid a decrease in their perceived job satisfaction, their well-being and herewith, their physical and mental health.

Visiones sobre el género y el envejecimiento en hombres y mujeres trabajadores en Colombia

Esta investigación evaluó creencias sobre el género (sexismo benevolente y hostil) y el envejecimiento (estereotipos positivos y negativos), experiencias de acoso laboral y sexual y de edadismo en el trabajo, así como las asociaciones entre estas, en una muestra de hombres y mujeres colombianos de 18-30 años (M = 25.3, DE =3.26), 31-45 (M = 37.6, DE = 4.44) y 45-75 (M = 53.56, DE = 5.8), mediante un cuestionario de autorreporte con escalas validadas o adaptadas para el contexto colombiano. Mediante varios ANOVA, evaluamos diferencias en creencias sobre género y el envejecimiento y en experiencias de acoso y discriminación, en función del sexo y grupo de edad. Para valorar las asociaciones entre creencias y experiencias utilizamos análisis de regresión. Hallazgos estadísticamente significativos sugieren que los hombres reportan mayor sexismo en general, aunque en ambos sexos prevalece el sexismo hostil sobre el benevolente. Los mayores de 30 años reportaron más estereotipos positivos del envejecimiento que los más jóvenes; las mujeres jóvenes, más experiencias de acoso sexual, pero las mayores, más acoso laboral. Adicionalmente, los estereotipos positivos del envejecimiento podrían proteger frente al acoso en el trabajo. Las creencias sobre el género y la edad impactan diferencialmente a hombres y mujeres de diferentes grupos etarios.

Communicating Inclusion: How Men and Women Perceive Interpersonal Versus Organizational Gender Equality Messages

Interpersonal allyship may serve as a justice cue to signal that an environment is fair to women without increasing men's expectations of anti-male bias. We investigated how exposure to justice cues communicated at the interpersonal and organizational level impact men's and women's perceptions of procedural justice and fairness at an organization. Men and women were asked to imagine working at one of three randomly assigned male-dominated workplaces. Women who imagined working with a White man who was a gender-equality ally (Study 1, N = 352, and Study 2, N = 488) perceived the organization as more procedurally just, identified more strongly with the organization, and were less likely to view their gender as a disadvantage compared to women who imagined a workplace with an organizational diversity statement (Study 2 only) or a control workplace with no justice cues. Men did not view the ally nor the diversity statement negatively in either study. Integrative data analysis revealed medium to large effects (Cohen's d range .74–1.30) across dependent measures included in both studies. Our results suggest that interpersonal allyship from men is a practical way to promote women's expectations of fair treatment without increasing the threat of anti-male bias among men. Additional online materials for this article are available on PWQ's website at http://journals.sagepub.com/doi/suppl/10.1177/03616843221140300.

Barriers, Challenges, and Solutions: What Can We Learn About Leadership in Academic Medicine From a Qualitative Study of Emergency Medicine Women Chairs?

PURPOSE

Women have made significant gains in leadership across all disciplines in academic medicine but have not yet achieved leadership parity as department chairs. The authors investigated the challenges experienced by one cohort of women department chairs in emergency medicine (EM) and the solutions they proposed to address these challenges.

METHOD

The authors conducted a qualitative descriptive study of 19 of 20 possible current and emeritus emergency medicine women department chairs at academic medical centers between April and December 2020. Participant interviews elicited self-reported demographic characteristics and narrative responses to a semistructured interview template that focused on the role of gender in their leadership and career trajectories. Interviews were transcribed, blinded, and iteratively coded and categorized.

RESULTS

The analysis demonstrated 4 common challenges and 5 enacted or proposed solutions. The challenges discussed by the participants were: feeling unprepared for the role of department chair, being one of few women in leadership, inheriting unhealthy department cultures, and facing negative faculty reactions. The individual- and institutional-level solutions discussed by the participants were: gaining and maintaining confidence (individual), maintaining accountability and mission alignment (individual), facilitating teamwork (individual), supporting women's leadership (institution), and creating safe leadership cultures (institution).

CONCLUSIONS

Women department chairs in EM were successful academic leaders despite confronting several challenges to their leadership. Considering the study findings through the lens of the concept of second-generation gender bias further illuminates the influence of gender on leadership in academic medicine. These findings suggest several possible strategies that can combat gender bias, increase gender parity among academic medicine's leadership, and improve the leadership experience for women leaders.

Stereotypic beliefs contribute to gender disparities in the field of economics

Why are women under-represented in the field of economics relative to men? We propose that stereotypes associated with economists contribute to women's interest in the field. We test the predictions that economists are stereotypically associated with low levels of communion and high levels of agency and that this type of stereotype content is associated with women's lower interest in the field. In Study 1 (N = 883), stereotypes associated with people in the field of economics were masculine, characterized with low levels of communion and high levels of agency. In Study 2 (N = 182), undergraduate women were less interested than men in majoring in fields that share the same pattern of stereotyping found for economists in Study 1. The results from this study have important implications for increasing young women's interest and representation in the field of economics.

Worrying About Leadership: Is It a Liability or an Advantage for Leadership of Women and Men?

Worries about leadership (WAL) is a new construct tapping worries an individual may feel about possible negative consequences of accepting a leadership role. Three studies investigate how WAL is associated with men’s and women’s willingness for leadership and their perceived leadership potential rated by others. The first is a laboratory study on 328 participants, which shows that WAL is negatively associated with women’s willingness for leadership, while it is not related to that of men. The second study, which is a field study with multilevel-nested data from 429 employees and 101 supervisors, reveals that male subordinates are more likely to receive a favorable judgment of leadership potential by their supervisors when their WAL increases, while female subordinates’ WAL is irrelevant to this judgment. The final study, which is an experimental study on 122 supervisors, shows that supervisors view hypothetical male leadership candidates with high WAL as having higher warmth and lower competence (than those with low WAL), which both mediate the effect of WAL on judgments of their leadership potential made by the supervisors. Even though supervisors also view female candidates with high WAL as warmer, this does not evoke higher perceptions of leadership potential. Implications for increasing gender parity in leadership are discussed.

You're Prettier When You Smile: Construction and Validation of a Questionnaire to Assess Microaggressions Against Women in the Workplace

Gender microaggressions, especially its subtler forms microinsults and microinvalidations are by definition hard to discern. We aim to construct and validate a scale reflecting two facets of the microaggression taxonomy: microinsults and microinvalidations toward women in the workplace, the MIMI-16. Two studies were conducted (N1 = 500, N2 = 612). Using a genetic algorithm, a 16-item scale was developed and consequently validated via confirmatory factor analyses (CFA) in three separate validation samples. Correlational analyses with organizational outcome measures were performed. The MIMI-16 exhibits good model fit in all validation samples (CFI = 0.936–0.960, TLI = 0.926–0.954, RMSEA = 0.046–0.062, SRMR = 0.042–0.049). Multigroup-CFA suggested strict measurement invariance between all validation samples. Correlations were as expected and indicate internal and external validity. Scholars on gender microaggressions have mostly used qualitative research. With the newly developed MIMI-16 we provide a reliable and valid quantitative instrument to measure gender microaggressions in the workplace.

Women rate the competence of their occupational role higher than men do: Evidence from two different samples

Gender stereotypes play a potent role in how the work of men and women is perceived and valued. Stereotypes also influence the way people look upon themselves. In the present research, two studies are reported where men and women at work rated the degree of warmth and competence of a person with their own occupation, and how they think people in general would perceive a person in the same occupation. A wider gap between own perceptions and that of people in general was expected for women than for men, as it was assumed that the view of other people’s perceptions would serve as a proxy for stereotype threat for women. Study 1 comprised 449 participants (74 % women) working within the public sector, mainly in social, caring, and education professions, and Study 2 comprised a convenience sample of 189 participants (70 % women) from a variety of sectors and professions. Both studies yielded consistent results; contradictory to what was expected, men and women did not differ in terms of how they thought people in general would perceive the competence of their occupation, instead women rated the competence of their own occupation higher than men did, even after controlling for type of occupation and educational level. Warmth displayed only minor gender differences. The results are discussed in relation to research on counter-reactions against stereotype threat, how the concept of competence could be understood, as well as other possible explanations of the unexpected results.

Using an employee resource group to develop GRIT in female healthcare leaders: a case study

PURPOSE

This case study aims to demonstrate how the Greater Leadership Opportunities for Women (GLOW) Mayo Clinic Employee Resource Groups (MERG) has positively impacted leadership development focusing on growth, resilience, inspiration and tenacity (GRIT) and increased advancement for female leaders at Mayo Clinic. It will also establish how the innovative utilization of employee resource groups can positively impact the development of leaders within an institution in general and specially can enhance behaviors related to GRIT.

DESIGN/METHODOLOGY/APPROACH

This case study design was used to measure the impact of the GLOW MERG's interventions through qualitative and quantitative approaches that highlight both process and outcome to increase study validity through complementarity, which "seeks elaboration, enhancement, illustration, clarification of the results from one method with the results from another" (Greene, et al., 1989, p. 259) as well as completeness and context (Onghena et al., 2019; Schoonenboom and Johnson, 2017; Bryman, 2006). Learning outcomes (knowledge), skill accomplishments and attitude development were evaluated within two weeks after each session and annually through standardized surveys sent to participants via email. The surveys were designed to capture key information about the sessions, including the impact of the session content, the willingness and ability of attendees to apply the learning and identification of opportunities for improvement in session design and delivery, as well as measure satisfaction with the activities offered, the frequency and method(s) of communication, barriers to session attendance and particular topics or speakers of interest to members (Appendix 1). Response options included dichotomous scales, Likert-type scales, multi-select and free text. This provided a voluntary response sampling, as post-session surveys were sent to all session attendees and annual surveys were sent to all GLOW MERG members, which allowed individuals to choose if they would respond to the surveys (Creswell and Creswell, 2018). To foster an environment of continuous improvement, plan-do-study-act (PDSA) cycles (Langley et al., 2009) were conducted after every survey by the event planning team and the GLOW MERG Board. Interventions were tested, reviewed and discussed during monthly board meetings and event planning. Improvements were made and results were shared with key stakeholders through regular communication channels. Additionally, 30 past and present GLOW MERG leaders were surveyed to measure their perceived impact of participation in the GLOW MERG interventions using dichotomous scales, multi-select and free text responses (Appendix 2). This targeted purposive sample was selected because of their high level of engagement with the MERG to provide a retrospective evaluation of the success of the GLOW MERG, and its interventions for career advancement related to the development of GRIT attributes, knowledge and skills resulting in career advancement for those who are/have been highly engaged with the MERG.

FINDINGS

The results spanning the past few years of GLOW MERG interventions has shown that the GLOW MERG has been successful in providing targeted educational events that address the GRIT knowledge, skills and attributes, needed for female health-care leaders to be successful in developing GRIT capabilities. By staying true to its mission and vision, the GLOW MERG has been able to promote, educate and empower female leaders at Mayo Clinic while actively breaking down the barriers that can prevent women from obtaining leadership positions.

RESEARCH LIMITATIONS/IMPLICATIONS

There are several limitations with this case study's data collection and sampling methods. First, the post-session and annual survey sampling was based mainly on ease of access, with responses obtained from respondents who are more likely to volunteer or those with the strongest opinions. This allowed for potential bias as responses may not be representative of all GLOW MERG member opinions. Furthermore, the purposive sample of present and past GLOW MERG leaders was also subject to volunteer bias and may not have be representative of the GLOW MERG population. Additionally, the case study examined the practices of only one site and MERG group and may not be representative of all sites or employee resources groups.

PRACTICAL IMPLICATIONS

The interventions implemented by the GLOW MERG to assist women with developing GRIT knowledge, skills and attributes - barriers women often face in leadership roles - were tested, reviewed and discussed during monthly board meetings and event planning. PDSA cycles were conducted, improvements were made and results were shared with key stakeholders through regular communication channels (Langley et al., 2009). Key lessons learned from these assessments include: One size does not fit all for leadership development. GLOW members have a wide variety of backgrounds, skills and experiences. Repetition is important in the development of GRIT knowledge, skills and attributes associated with GRIT. A one-time event provides attendees with an information overview and the steps to start developing a new skill but no dedicated time to practice and implement that skill.

ORIGINALITY/VALUE

The innovative utilization of employee resource groups can positively impact the development of leaders within an institution in general and specially can enhance behaviors related to GRIT.

Strategies to Advance Women: Career Insights From Senior Leadership Women in Professional Sport in Canada

Women remain minimally represented in senior leadership roles in sport, despite increased female participation in both sport, sport management education programs, and in entry levels positions in the industry. Many women prematurely exit mid-level leadership positions in sport, or are often overlooked for senior leadership positions. To uncover the experiences and strategies of women who made it through the process, we interviewed all the women (N = 7) who now hold senior leadership positions with professional sport properties in Canada. Participants revealed they overcame real and perceived barriers, and they suggested women seeking senior leadership roles in the industry: (a) find, and later become role models, mentors, and sponsors; (b) create access to networks and opportunities; (c) strategically self-promote, and; (d) purposefully build a varied career portfolio. Recommendations for the industry and all those who work in the industry are presented with a goal to break the cycle and help ensure more equitable and inclusive leaders in the senior leadership ranks.

Male Allies at Work: Gender-Equality Supportive Men Reduce Negative Underrepresentation Effects Among Women

Does commitment to allyship from a dominant group member cue identity-safety for women in male-dominated environments? We examine this question by assessing women’s perceptions of workplaces that included the presence (vs. absence) of a male ally (Studies 1–3) or a female ally (Study 3), and determine the impact of Black versus White allies for Black and White women. Across three studies ( N = 1,032) and an integrative data analysis, we demonstrate that an equality-supportive male ally reduces anticipated isolation and workplace hostility and increases anticipated support, respect, and gender-equality norms for women in general populations (Studies 1 and 2) and women in science, technology, and math (Study 3). These results represent a possible strategy to help retain women in male-dominated fields.

Qualitative Study on the Toxic Triangle Integration of Leadership Ostracism

Leadership ostracism widely exists in all types of organizations, yet specific study regarding this trend is limited. With this study, we explore the influencing mechanisms of leadership ostracism through case interview based on literature analysis and grounded theory. Results show that leadership ostracism is the integration of a triadic interaction process between subordinate performance, leadership characteristics, and organizational environment. Based on Padilla's destructive leadership toxic triangle model, we constructed a toxic triangle model of leadership ostracism. Through comparison, we found that these two triad models overlap in the areas of narcissism and power consciousness of supervisors, the self-concept of subordinates, and the management system of situational factors, indicating that leadership ostracism is itself a type of destructive leadership. In addition, the uniqueness, and differences in leadership ostracism are reflected in the model, including stereotypes, and results orientation of supervisors, political skills, job performance, and cognitive style of subordinates, the power distance, Chaxu climate, and organizational politics of the situational elements. Theoretical and practical implications are discussed in the research field that provides prospects for future orientation.

Stereotype Threat Theory in Organizational Research: Constructive Analysis and Future Research Agenda

Stereotype threat theory (STT), which seeks to understand intergroup differences in socioeconomic outcomes, has attracted considerable attention since its inception. With the goal of advancing conversation about the usefulness of STT in organizational settings, and to extend discussions on theory assessment, we evaluate STT as a “good” theory for organizational research using a three-pronged (i.e., 3E) theory assessment framework: experience, explain, and establish. Our critical analysis reveals areas where STT has made progress and where gaps remain to be addressed. The systematic approach we pursue allows for a rigorous articulation of the 3E framework for future theory assessment work as well as helps to suggest ways for improving upon and extending STT research in new directions.

Insight into the Organizational Culture and Challenges Faced by Women STEM Leaders in Africa

Compared to their men counterparts, women do not rapidly climb up the leadership ladder due to a glass ceiling obstacle. This study aims to explore the inhibiting factors demotivating Africa women’s leadership pursuit in Science, Technology, Engineering, and Mathematics (STEM). A qualitative approach was adopted using online open-ended questions to seek narratives from African women leaders on their roles and experiences of a STEM career. Data were collected using a non-probability, purposive sample of African women leaders in STEM in African research institutes and universities. Forty-two women in leadership positions in 12 African countries participated in the study, which was content analyzed, seeking patterns and themes to explore the narratives. A common thread exists in the tone and life experiences of the African women leaders in STEM. Scholarship, supportive organizational structure, commitment, hard work, and tenacity were all experienced as enablers of the career path process and their attained positions. The education level contributed to a strong leadership position. Women experience less acceptance than males in STEM leadership as the organizational culture still devalues women in leadership positions in several African countries. The study’s contribution, limitations, recommendations, and managerial implications are discussed, with suggestions for further research are made.

The Bottleneck Metaphor of Leadership Culture: How Shared Understandings About Leadership Develop in Groups and Impede Diversity and Effectiveness of Leaders

There are two big problems related to leadership today: unequal representation and high failure rates among leaders. This conceptual paper argues that commonly shared values, assumptions, and beliefs about leadership, i.e., universal leadership culture, are the common cause of both problems. After the concepts and levels related to leadership culture were explained, we introduce a multilevel, multi-actor process model named the bottleneck metaphor of leadership culture. This metaphor describes how leadership cultures are co-constructed by multiple actors based on their involvement in leader selection and reproduce themselves in groups over time based on emergent leaders' characteristics. Next, a diagnostic tool called “the leadership mirror” is proposed for organizations that want to assess their leadership culture's current state as a starting point for further interventions. Specific suggestions are made for various actors, ranging from individuals to organizations, for their possible roles in preventing undesired leadership cultures.

Lay Theories of Heroism and Leadership

Abstract. Whereas leadership is generally perceived as a masculine enterprise, heroism research suggests that people view heroes as similarly masculine, but having more feminine traits. We predicted that heroes will be evaluated higher than leaders in communion but not differ in agency. In Study 1, heroes were perceived to have higher communion and similarly high agency as leaders. In Studies 2 and 3, we replicated these trait ratings focusing on perceptions of typical heroes/leaders (S2) and personal heroes/leaders (S3). In Study 4, we showed that the greater level of communion associated with heroes is independent of their gender. In Study 5, using an implicit association test, we showed there is a stronger implicit association of communion with heroes than leaders.

In the Shadow of Social Stereotypes: Gender diversity on corporate boards, board chair’s gender and strategic change

Against the backdrop of spirited public and academic discourse about women’s low visibility in corporate leadership positions, we examine board gender diversity’s influence on strategic change in firms. Viewing gender as an institutionalized system of social beliefs, the article makes two related arguments. First, it contends that because of gender status difference and bias, more gender diversity will result in less strategic change as a board’s decisions begin to follow the stance of a smaller but relatively more influential ‘boy’s club’. Second, it contends that should a board have a female chair as opposed to a male chair, a recession in the shadow of gender stereotypes will reverse board gender diversity’s negative effect on strategic change. Instrumental variables analysis of data from Fortune 500 firms supports the theory. We discuss the study’s contributions and implications.

Women Entrepreneurship: A Systematic Review to Outline the Boundaries of Scientific Literature

In recent years, the study of women entrepreneurship has experienced great growth, gaining a broad consensus among academics and contributing above all to understanding all those factors that explain the difficulty of women in undertaking an entrepreneurial career. This document tries to contribute to the field of study, thanks to a systematic analysis through the publications present in the topic. For this purpose, 2,848 peer-reviewed articles were analyzed, published between 1950 and 2019, using the Scopus database (SCImago Research Group). Through the use of a series of bibliometric indicators it was possible to define the current state of research on the international scene. The analysis revealed that it is a multidisciplinary field of study and that has started to expand further since 2006, culminating in 2019, which makes it become a current and valid object of study. The analysis of the clusters allowed to isolate 6 different lines of research in which emerged, on the one hand, the importance of entrepreneurial education, social entrepreneurship and the socio-cultural context of reference (e.g., culture, family, and institutional support) as tools to overcome the gender gap, on the other, the importance that women entrepreneurship assumes in the economic growth of the country (especially in developing economies), promoting social inclusion and combating poverty and discrimination. The study presents an important contribution to reflect on current policies and to outline future lines of investigation.

The impact of sexism on leadership in female-male climbing dyads

We investigated how sexism affected leadership in mixed-gender alpine climbing-dyads. We asked whether benevolent sexism would impair, and hostile sexism would increase (as a form of resistance) women’s leadership; and whether benevolent sexism would increase men’s leadership (as a form of paternalism). A correlational study assessed reported leading behaviour of alpine climbers. Then a vignette-based experiment presented climbers with cross-gender targets, of which three were sexist (non-feminist), and one feminist (non-sexist), and assessed leading intentions depending on targets’ and participants’ gender attitudes. Findings showed that women endorsing benevolent sexism indicated lower leading intentions with targets expressing benevolent sexism (i.e., benevolent and ambivalent men) as compared to hostile sexist men. Moreover, women’s benevolent sexism negatively affected their leading intentions with men endorsing the same gender ideology. Unexpectedly, women with low endorsement of hostile sexism reported higher leading intentions with a hostile sexist man than an ambivalent one, and with an ambivalent than a benevolent man. Conversely, men intended to lead more with female targets who expressed benevolent sexism, accommodating these women’s expectations. Further, men intended to lead more with ambivalent women, than with women deviating from gender stereotypes (i.e., feminist women, or hostile sexist women – who lack expected benevolence based on gender stereotypes). We conclude that benevolent sexism likely reinforces traditional gender roles in a leadership context when men face women who fit the gender stereotype; and when women are benevolently sexist, themselves. Moreover, low hostile sexist women confront men’s hostility with higher leading intentions, as a form of resistance.

Gender imbalance in executive management positions at the Mexican National Institutes of Health

BACKGROUND

Around the world, there is a significant difference in the proportion of women with access to leadership in healthcare with respect to men. This article studies gender imbalance and wage gap in managerial, executive, and directive job positions at the Mexican National Institutes of Health.

METHODS

Cohort data were described using a visual circular representation and modeled using a generalized linear model. Analysis of variance was used to assess model significance, and posterior Fisher's least significant differences were analyzed when appropriate.

RESULTS

This study demonstrated that there is a gender imbalance distribution among the hierarchical position at the Mexican National Health Institutes and also exposed that the wage gap exists mainly in the (highest or lowest) ranks in hierarchical order.

CONCLUSIONS

Since the majority of the healthcare workforce is female, Mexican women are still underrepresented in executive and directive management positions at national healthcare organizations.

Does the commercial real estate industry need “more pussy on the block?”

Purpose

In a controversial 2018 interview, commercial real estate mogul Sam Zell insinuated that companies should promote their employees based exclusively on merit and avoid purposefully taking steps to get “more pussy on the block” in the name of gender equality. The comment was criticized not only for its crassness, but also for its failure to recognize the challenges many women working in the commercial real estate industry face in their efforts to obtain the same opportunities, compensation and status as similarly-qualified men. In an effort to overcome these disparities, the purpose of this paper is to focus on the pervasiveness of second-generation gender bias and stereotyping in the field through a qualitative analysis.

Design/methodology/approach

Semi-structured interviews were conducted with 39 women serving as local chapter presidents of a prominent commercial real estate trade group to explore the impact of gender on their career advancement and their experiences with second-generation gender bias.

Findings

The findings suggest unintentional discrimination often influences women’s careers by drawing their communication skills, professional credibility and commitment to the organizations for whom they work into question.

Originality/value

The research contributes to the existing literature by offering additional evidence that unintentional discrimination is common in male-dominated industries, such as commercial real estate. It also provides clear examples of social cues women perceive to heighten tension along gender lines and impinge upon their ability to ascend to leadership positions.

Financial Constraints and R&D Investment: The Moderating Role of CEO Characteristics

How CEOs with different characteristics act differently on R&D investment under the condition of financial constraints is an important but understudied question towards firms’ sustainable innovation. Employing the dataset from China-Enterprise Survey 2012 of the World Bank, this study tests the impact of financial constraints on firms’ R&D investment and the moderating role of CEO characteristics. Empirical results show that: (1) firm’s financial constraints have a significant restricting effect on their R&D investment; (2) internal financial constraints have no significant restricting effect on R&D investment for firms with female CEOs in comparison with firms with male CEOs, while the external financial constraints have a significant restricting effect on R&D investment for both groups. (3) CEO experience has a non-linear moderating effect on the relationship between financial constraints and a firm’s R&D investment. When the accumulated experience is overloaded, the positive moderating effect of CEO experience begins to decline and even become negative. Robustness tests further confirm these empirical findings. This study directly contributes to the literature of financing innovation and top management team’s impact on firms’ sustainable innovation, and generates insights on firms’ R&D management under the condition of financial constraints.

The Flywheel Effect of Gender Role Expectations in Diverse Work Groups

Popular press suggests that gender diversity benefits the performance of work groups. However, decades of research indicate that such performance benefits of gender diversity are anything but a given. To account for this incongruity, in this conceptual paper we argue that the performance of gender-diverse work groups is often inhibited by self-reinforcing gender role expectations. We use the analogy of a flywheel to illustrate how gender role expectations tend to reinforce themselves via three mechanisms. Specifically, we argue that gender role expectations shape (1) the allocation of jobs, tasks, and responsibilities, (2) the behavior of perceivers, and (3) the behavior of target women and men. In turn, these three consequences of gender role expectations tend to confirm the initial gender role expectations, thus creating an automatic, self-reinforcing flywheel effect. Such self-reinforcing gender role expectations provide superficial impressions of individual women’s and men’s actual knowledge and abilities at best. We therefore further propose that each of the three mechanisms of the flywheel of gender role expectations negatively affects group performance to the extent that gender role expectations inaccurately capture group members’ actual knowledge and abilities. Because the extent to which work group members rely on gender role expectations depends on how they form impressions of others, we propose that individuals’ motivation to form accurate impressions is crucial for inhibiting the flywheel of gender role expectations. We close by advancing an agenda for future research on each of the three areas of interest in our conceptual analysis: the flywheel effect of gender role expectations, the consequences of this flywheel effect for group functioning, and ways to motivate group members to form accurate impressions.

Antecedents of women managers’ resilience: conceptual discussion and implications for HRM

Purpose

This paper aims to provide a framework with the antecedents of women managers’ resilience in SMEs.

Design/methodology/approach

This developmental study uses a comprehensive literature review and a set of propositions to identify the antecedent of women managers’ resilience and develops a conceptual framework for resilience.

Findings

The results indicate that in addition to personal resilience traits, interactive engagement with the work environment, career adaptability and positive human resource management (HRM) interventions are the main antecedents of women managers’ resilience.

Research limitations/implications

This paper contributes to theory by providing a new perspective on the study of resilience as a process at the organisational level and as a trait at personal level. It contributes to the women employee-centric resilience discussion in HRM literature and explores the relationship between resilience and women managers’ career progression. This is a developmental study, and despite the strengths of the undertaken approach, there are a number of limitations due to the lack of empirical evidence. Therefore, future research activities should focus on validating the framework and determining any potential boundaries of this resilience framework.

Practical implications

The study reveals a number of practical implications leading to a recommended resilience toolkit for HR managers of organisations to develop and promote resilience in their women managers and aspiring managers.

Social implications

The social implications of this study include the social relationships within the work-setting, better employee engagement and interaction with the work environment and flexible career progression pathways.

Originality/value

The paper is based on rich conceptual and theoretical discussion that identifies the key antecedents of women managers’ resilience. The study also conceptually establishes the moderating relationship between women managers’ resilience and work stress and burnout.

Female CEOs and Corporate Innovation Behaviors—Research on the Regulating Effect of Gender Culture

With the increasing number of female senior executives, the relationship between female senior executives and corporate innovation behaviors has attracted widespread attention, but few works have studied the influences of female CEOs on innovation behaviors and their mechanisms. This paper studies the relationship between CEO’s gender and the selection of corporate innovation behaviors, as well as the regulating effect of gender culture on the relationship between them. It was discovered in the studies that (1) if compared with male CEOs, female CEOs have significantly promoted both incremental innovation behaviors and radical innovation behaviors; (2) gender culture has positively regulated the relationship between CEO’s gender and corporate incremental innovation behaviors, yet the regulating effect of gender culture on the relationship between CEO’s gender and corporate radical innovation behaviors is not significant. Thus, the government needs to further foster a gender culture with gender equality, and actively promote the positive effect of female CEOs in corporate innovations.

Unnecessary Frills: Communality as a Nice (But Expendable) Trait in Leaders

Although leader role expectations appear to have become relatively more compatible with stereotypically feminine attributes like empathy, women continue to be highly underrepresented in leadership roles. We posit that one reason for this disparity is that, whereas stereotypically feminine traits are appreciated as nice “add-ons” for leaders, it is stereotypically masculine attributes that are valued as the defining qualities of the leader role, especially by men (who are often the gatekeepers to these roles). We assessed men’s and women’s idea of a great leader with a focus on gendered attributes in two studies using different methodologies. In Study 1, we employed a novel paradigm in which participants were asked to design their “ideal leader” to examine the potential trade-off between leadership characteristics that were more stereotypically masculine (i.e., agency) and feminine (i.e., communality). Results showed that communality was valued in leaders only after meeting the more stereotypically masculine requirements of the role (i.e., competence and assertiveness), and that men in particular preferred leaders who were more competent (vs. communal), whereas women desired leaders who kept negative stereotypically masculine traits in check (e.g., arrogance). In Study 2, we conducted an experiment to examine men’s and women’s beliefs about the traits that would be important to help them personally succeed in a randomly assigned leader (vs. assistant) role, allowing us to draw a causal link between roles and trait importance. We found that both men and women viewed agentic traits as more important than communal traits to be a successful leader. Together, both studies make a valuable contribution to the social psychological literature on gender stereotyping and bias against female leaders and may illuminate the continued scarcity of women at the very top of organizations, broadly construed.

What's the fuss? Gender and academic leadership

PURPOSE

Women continue to be disproportionately represented in top leadership positions. Leadership development programs typically focus on skills attainment. The purpose of this paper is to explore the perceptions and experiences of academic leaders in order to inform how leadership development programs may more effectively address the gender gap in leadership.

DESIGN/METHODOLOGY/APPROACH

A sequential mixed methods study design was used. Participants completed the Leadership Practice Inventory ®(LPI) survey followed by individual interviews of a subset of participants. The survey results were analyzed and compared by gender using the t-test. Thematic analysis was used to compare themes across and between genders. Quantitative and qualitative findings were integrated in the final analysis.

FINDINGS

In total, 65 leaders (38 women; 27 men) (37.7 percent response rate) participated in the survey. There were no significant demographic or statistical differences between women and men on any of the LPI® components. Five women and five men were interviewed. Thematic analysis revealed common leadership aspirations and values. Gender differences were noted in leadership attainment, mentorship and the influence of gender on leadership. While the male narratives reflected cognitive awareness of gender inequities, the female narratives also included lived experiences. Male participants focused on the importance of meritocracy whereas the female participants emphasized the gendered social and structural influences on leadership attainment.

PRACTICAL IMPLICATIONS

Leadership development programs need go beyond generic "skills-building" in order to conceptualize leadership within a gendered social context. This framework will enable critical awareness and tools for developing both women and men's fullest leadership potential.

ORIGINALITY/VALUE

This study was conducted in order to better understand how academic health leaders experience the intersection of gender and leadership. The findings contribute to the current literature by providing insight into perceptual gaps that exist at the level of practice between women and men leaders. In doing so, the authors discuss how leadership development programs may play a more effective role in addressing gender equity in leadership.

Could the aging workforce reduce the agency penalty for female leaders? Re-examining the think manager–think male stereotype

Older workers make up a substantial portion of today’s labor force. Yet little is known about the beliefs held by this age group. Our study offers some much needed insights into intersectionality around this group, by investigating how older workers’ perceptions of supervisors performing a gendered leadership behavior are impacted by a supervisors’ sex, age, and gendered attributes. The results show that these supervisors are perceived most favorably when they possess communal qualities and/or when they are depicted as being older than their direct reports. Our results also reveal that, when these supervisors are not perceived as communal, male but not female supervisors, experience a backlash. Within this context, young female leaders appear to be at an advantage when compared with young male leaders. This study advances the literature on the ‘think manager–think male’ stereotype and has the practical benefit of offering insights into leader-follower interactions in today’s aging workplace.