Women in high places: When and why promoting women into top positions can harm them individually or as a group (and how to prevent this)

The triggers and consequences of the Queen Bee phenomenon: A systematic literature review and integrative framework

Staines, Tavris and Jayaratne (1974) first introduced the Queen Bee Phenomenon (QBP). The term has been extensively employed to explain specific behaviors driven by organizational inequalities where women engaged in leadership positions actively restrain the opportunities of upper mobility for junior women. While the literature constantly addresses the causes and behaviors of this phenomenon, the current scholarship still lacks an integrated view of the QBP literature and a concise integrative framework that explores its triggers and consequences to advance research and provide evidence-based results to guide policy and managerial decisions. Thus, the purpose of this paper is to identify, analyze and synthesize the literature on the QBP. We conducted a systematic literature review engaging bibliometrics and content analysis. Our results highlight the current state of the art of the QBP literature and introduce a new integrative framework that shows the interplay between the triggers, traits and consequences of the QBP. We contribute to the field by integrating previous research in the field into a framework that synthesizes and connects the scattered literature. Our results are helpful for designing new organizational policies that reduce the impacts of the QBP in the workplace. The research agenda propose avenues for advancing our understanding of the phenomenon.

Reality checks for career women: An interpretevist paradigm

This paper reflects on the latent organisational process that leads tothe scarcity of women in senior positions. Utilising characteristics of legitimisation, institutionalisation and self-determination theories the paper observes how women manage upward mobility. Subsequently, it was important to investigate the mid-level cohorts, as there lies the critical question triggering the anomaly. Focusing on the public sector with an interest in gendered organisations, the study examines law enforcement. Conversely, the aim of this paper is to focus on why there is a continued dearth in the number of policewomen at top level positions in USA and Australia. A qualitative study with a phenomenological approach is applied. Semi-structured interviews are conducted with 40 policewomen in mid-management positions in American and Australian law enforcement. It further aims to explore the linkages of the ongoing paucity of gendered leadership in organisations, questioning how these will influence women's ability to advance to higher-level positions.

Women in leadership positions in universities: are they really queen bees?

Purpose

The purpose of this paper is to assess the adherence to the traits of the queen bee phenomenon (QBP) for women who hold leadership positions in Brazilian higher education institutions (HEIs) and to compare their responses with those of women without leadership positions and of men on the same dimensions.

Design/methodology/approach

A total of 703 academics from 88 HEIs participated in this study. The data were analyzed using a statistical package to calculate descriptive and inferential statistics. For these, 2 × 2 analysis of variance tests were performed to compare leader women vs nonleader women and leader women vs leader men.

Findings

The results indicate that leader women do not fit to all dimensions of the QBP. They report high averages to commitment, agency traits and personal sacrifices to career (Male self-description) and to meritocratic discourse. However, leader women assess their junior counterparts with higher averages to commitment and agency traits than women without leadership positions and leader men assess their junior counterparts. Women in leadership positions report superior identification with same gender colleagues and declare to be more supportive with affirmative policies for women's professional development than nonleader women and leader men.

Practical implications

This study reinforces that same gender conflict in the work environment is not a female characteristic and also promotes reflections on the influence of organizational culture, men hostility toward quotas and gender stereotypes for female progression in the academic context.

Originality/value

This study provides an empirical analysis of the QBP to academic women in Brazilian HEIs and compares its dimensions to nonleader women and leader men. The analysis of a sexist culture enabled original results, as nondistancing of the self-group, even if leader women presented some QB traits.

Cyberbullying on Social Media: an Analysis of Teachers' Unheard Voices and Coping Strategies in Nepal

Teachers can be potential victims of cyberbullying, particularly targeted by their students at their workplaces. The growing use of social media has been observed promoting cyberbullying in addition to face-to-face bullying. Often neglected by academic organisations and policymakers, cyberbullying has become one of the biggest challenges for teachers to manage normal teaching and learning. This article reports an examination of teachers' experiences of how they were cyberbullied by students particularly on social media and their coping mechanisms. This qualitative study utilised online semi-structured interviews with twenty teachers and observation of their Facebook account to explore their familiarities with the digital era agitations. Findings indicate how teachers on social media become victims of trivial belittling, unethical requests, uninvited sexual advances made by students and colleagues, insolence, sabotaging of shared contents and trolling of manipulative contents. While this article explored individual coping strategies of sharing, ignoring and enhancing self-efficacy to handle technology strongly and confidently, it concludes with the implications of collaborative coordination necessary for the development of strong policies and strict cyber laws for ensuring teachers' cybersecurity in similar contexts.

Is Feminist Identity Beneficial for Women’s Career Aspirations? Examining Feminist Identity Profiles

Using latent profile analysis, we examined whether different feminist identity profiles are differentially related to career-related cognitions among women. We identified profiles of feminist identity based on feminist attitudes, feminist self-identification, and participation in feminist activism. In addition, we examined whether the profiles are differentially related to women’s career aspirations, anticipated family-interference-with-work, and willingness to compromise career for family. In Study 1, three profiles of feminist identity (Non-labeler, Passive feminist, and Active feminist) emerged from responses of 282 female undergraduate and graduate students ( Mage = 20.47). In Study 2, three profiles of feminist identity (Non-feminist, Non-labeler, and Active feminist) emerged from responses of 490 adults recruited from Mechanical Turk ( Mage = 38.62). Results showed that the profiles characterized by stronger feminist self-identification were more positively related to women’s career-related cognitions than the profiles characterized by weaker feminist self-identification. Moreover, the profiles characterized by stronger participation in feminist activism were more positively associated with career-related cognitions. These findings suggest a potential benefit of feminist identity and participation in feminist activism for women’s career aspirations.

Examining the gendered organizations: evidence of institutional discrimination

Purpose

The purpose of this study is to examine how a group of special companies, i.e. highly acknowledged and awarded ones operating in Brazil handle the gender issue.

Design/methodology/approach

This investigation relies on historical analysis by addressing essentially a surface-level indicator (i.e. gender preferences). Rather, this study is grounded on data from the companies that were awarded as one of the best organizations to work for in Brazil by Época-Great Place to Work® Institute and Guia Você S/A lists (between 2012 and 2016). As a result, four organizations were selected, that is, the most representative examples of gender doing.

Findings

Overall, it found that the glass ceiling is apparently breaking down within at least some germane Brazilian organizations. However, data suggest that other sorts of institutional discrimination may be taking place, i.e. the one in which a feminist mindset may be permeating an organization or even a whole business sector. Under such a scenario, male workers will likely have only a few opportunities.

Research limitations/implications

The sample size of this study does not permit that the results be generalized. In addition, data were elicited from only a specific cohort of companies.

Practical implications

It was found no substantial evidence that these organizations are making strides toward at least mitigating the effects of their gender unbalance, although gender equality and, broadly speaking, diversity does not constitute a new management topic anymore.

Originality/value

Unlike other investigations, it encompasses a larger sample of companies, draws exclusively upon gender-based organizations and is grounded on multiple sources of information. Additionally, data revealed that gendered organizations may encompass different levels of salience.

The Queen Bee phenomenon in Academia 15 years after: Does it still exist, and if so, why?

Fifteen years ago, the British Journal of Social Psychology published a set of studies on male and female academics, documenting that female faculty members were more likely than male faculty members to express stereotyped views of women at the beginning of their academic careers (PhD candidates; Ellemers et al., 2004, Br. J. Soc. Psychol., 43, 3). At the same time, the self‐descriptions of female faculty members were just as masculine as those of their male colleagues. Ellemers and colleagues (2004, Br. J. Soc. Psychol., 43, 3) referred to this combination of results as indicating the existence of a ‘Queen Bee (QB) phenomenon’ in academia. The present contribution investigates whether the QB phenomenon is also found among current generations of academics, investigating this in two recent samples of academic professionals (N = 462; N = 339). Our findings demonstrate that the phenomenon first documented in 2004 still exists: Advanced career female academics are more likely than their male counterparts to underestimate the career commitment of women at the beginning of their academic careers. At the same time, both male and female academics at advanced career stages describe themselves in more masculine terms than those at early career stages. We argue this indicates a response pattern in which successful women emulate the masculinity of the work environment. To indicate this, the term ‘self‐group distancing’ might be more appropriate than ‘Queen Bee effect’.

Why Still so Few? A Theoretical Model of the Role of Benevolent Sexism and Career Support in the Continued Underrepresentation of Women in Leadership Positions

We advance our understanding of women’s continued underrepresentation in leadership positions by highlighting the subtle, but damaging, role benevolent sexism, a covert and socially accepted form of sexism, plays in this process. Drawing on and integrating previously disparate literatures on benevolent sexism and social support, we develop a new theoretical model in which benevolent sexism of both women and those in their social networks (i.e., managers and intimate partners) affect women’s acquisition of career social support for advancement at two levels, interpersonal and intrapersonal, and across multiple domains, work and family. At the interpersonal level, we suggest that managers’ and intimate partners’ benevolent sexism may undermine their provision of the needed career support to advance in leadership positions for women. At the intrapersonal level, we suggest that women’s personal endorsement of benevolent sexism may undermine their ability to recognize and willingness to seek out career support from their family members (i.e., intimate partners) and managers for advancement to leadership positions. Implications for theory and future research are discussed.

Male Majority, Female Majority, or Gender Diversity in Organizations: How Do Proportions Affect Gender Stereotyping and Women Leaders' Well-Being?

Whereas popular wisdom often centers on character differences between women and men when explaining work-related behavior, Kanter (1977) predicted that the proportion of women and men present in organizations is the crucial factor: With unequal proportions, women (similar to other minority persons) are singled out as "tokens" and gender becomes salient, which has been theorized to have a range of negative consequences. In contrast, if proportions of women and men are similar (i.e., in the presence of gender diversity), gender is not salient, and the work environment becomes much more positive for women. These considerations imply that not only a male majority, but also a female majority at work has negative consequences, because gender becomes salient in both cases. However, empirical research on work environments with female majorities at the top of organizations is scarce. The present study tested the perception of a range of negative consequences, including work-related well-being, among women in leadership positions in Spain who reported a male majority, a female majority, or similar proportions of both genders at the top level of their organization. The online convenience sample consisted of a total of N = 649 women leaders. In addition to work-related well-being, we measured perceived work-family conflict and perceived feelings of guilt associated with work-family conflict, traditional gender stereotypes regarding warmth and competence, women-leadership stereotypes, negative work-related stereotypes of mothers, gender harassment, and stigma consciousness. Almost all of our findings support Kanter's theorizing that equal proportions of both genders go along with more positive perceptions as compared to a male majority. However, a female majority went along with as negative perceptions as a male majority regarding several of the outcome variables, but was associated with the most positive perceptions for other outcomes. We discuss implications and possible reasons for the latter mixed findings.

Gender Differences in How Leaders Determine Succession Potential: The Role of Interpersonal Fit With Followers

This paper examined the existence of gender differences in the degree to which leaders' perceptions of successor potential is influenced by interpersonal fit. In Study 1 (N = 97 leaders, N = 280 followers), multi-source field data revealed that for male leaders, ratings of followers' potential as successors were positively related to interpersonal fit, measured by the degree to which followers' saw their leadership as being close and interpersonal (i.e., being coaching, transformational, and leading by example). For female leaders, these relationships were absent, suggesting that they are less influenced by interpersonal fit. In Study 2 (N = 311 leaders), a scenario study provided causal evidence that male leaders rated potential successors more positively when they perceived greater interpersonal fit with followers, whereas female leaders' successor ratings were not informed by perceptions of fit. We discuss the theoretical and practical implications for gendered leadership successor perceptions in organizations.

Double Trouble: How Being Outnumbered and Negatively Stereotyped Threatens Career Outcomes of Women in STEM

Masculine work contexts form an important source of social identity threat for working women. But what aspect of masculine work contexts is most threatening to women’s gender identity at work: A numerical majority of male colleagues (i.e., numerical male dominance), working in a profession in which women are negatively stereotyped (i.e., normative male dominance), or the combination? The current study aimed to disentangle these two aspects of masculine work contexts by testing its combined impact on the experience of gender identity threat among women and men who work in the STEM sector (i.e., Science, Technology, Engineering and Mathematics). A field study was conducted among women (N = 177) and men (N = 630) graduates holding an academic degree in a STEM educational program. Respondents either worked in- or outside the STEM sector (i.e., stronger vs. weaker gender stereotype) and estimated the ratio of men to women in their direct work environment. Results from a Structural Equation Model demonstrated that women in STEM face double trouble: The combination of working almost solely with male colleagues (being outnumbered) and working in the technical sector (where women are negatively stereotyped) predicted the highest levels of experienced gender identity threat, particularly among women who highly identified with their gender group. Gender identity threat, in turn, negatively predicted women’s work engagement and career confidence. Men did not face double trouble: Their experience of gender identity threat was not related to working in a masculine STEM sector. Importantly, considering that the women in this sample already hold a degree in STEM, and have proven their competence in STEM and resilience to gender stereotypes, this research reveals how in naturalistic work settings, prevailing social identity threats continue to affect women’s professional careers.

Working toward gender diversity and inclusion in medicine: myths and solutions

Women's representation in science and medicine has slowly increased over the past few decades. However, this rise in numbers of women, or gender diversity, has not been matched by a rise in gender inclusion. Despite increasing representation, women still encounter bias and discrimination when compared with men in these fields across a variety of outcomes, including treatment at school and work, hiring, compensation, evaluation, and promotion. Individual and systemic biases create unwelcome environments for women, particularly for those who additionally identify with other traditionally devalued groups (eg, women of colour). This Review draws on several decades of research in the field of management and its cognate disciplines to identify five myths that continue to perpetuate gender bias and five strategies for improving not only the number of women in medicine, but also their lived experiences, capacity to aspire, and opportunity to succeed. We argue for a move away from a singular focus on interventions aimed at targeting individual attitudes and behaviour to more comprehensive interventions that address structural and systemic changes.

Moderating Role of the Experience of having had a Female Boss in Relationship between Neosexism and Unfavorable Attitudes toward Female Leaders

Modern sexist beliefs are currently emerging as one of the most important barriers to achieving gender equality in managerial positions in organizations. However, little research addresses the factors that can reduce or soften the negative effects that these beliefs have on unfavorable attitudes toward female leaders. In the present study, it is analyzed whether the experience of having a female leader moderates this relationship. Additionally, we sought to verify whether this moderation is found in both genders. A sample of 307 employees from various positions in Spanish companies participated in this study. We performed regression analyses in blocks. The results indicate that this moderating role emerges only among women. Nevertheless, the findings also indicate that coming into contact with female leaders can increase these attitudes when the level of neosexism is low. The results suggest that the organizational policies that are introduced with the aim of reducing unfavorable attitudes and discriminatory behaviors toward female leaders should take into account that the assignment of women to leadership positions may favor the achievement of this aim in, at least, female employees who highly adhere to neosexist beliefs. However, this could also lead to an increase of these attitudes in female employees who present a low adherence to them.

Nothing Changes, Really: Why Women Who Break Through the Glass Ceiling End Up Reinforcing It

Two correlational studies conducted in Switzerland ( N = 222) and Albania ( N = 156) explained the opposition of female managers to gender quotas by examining the origins and consequences of the "Queen Bee (QB)-phenomenon," whereby women who have been successful in male-dominated organizations do not support the advancement of junior women. Results disconfirm previous accounts of the QB-phenomenon as indicating competitiveness among women. Instead, the tendency of women managers to consider themselves as different from other women, and their opposition to gender quotas, emerged when junior women were addressed but not when they considered their direct competitors, other women managers. Personal sacrifices women managers reported having made for career success predicted self-distancing from junior women and opposition to gender quotas targeting these women. We provide a more nuanced picture of what the QB-response is really about, explaining why women managers oppose quotas for junior women, while supporting quotas for women in the same rank.

Gender Stereotypes

There are many differences between men and women. To some extent, these are captured in the stereotypical images of these groups. Stereotypes about the way men and women think and behave are widely shared, suggesting a kernel of truth. However, stereotypical expectations not only reflect existing differences, but also impact the way men and women define themselves and are treated by others. This article reviews evidence on the nature and content of gender stereotypes and considers how these relate to gender differences in important life outcomes. Empirical studies show that gender stereotypes affect the way people attend to, interpret, and remember information about themselves and others. Considering the cognitive and motivational functions of gender stereotypes helps us understand their impact on implicit beliefs and communications about men and women. Knowledge of the literature on this subject can benefit the fair judgment of individuals in situations where gender stereotypes are likely to play a role.

Quota Women Are Threatening to Men

Abstract. Two studies carried out among Albanian public-sector employees examined the impact of different types of affirmative action policies (AAPs) on (counter)stereotypical perceptions of women in decision-making positions. Study 1 (N = 178) revealed that participants – especially women – perceived women in decision-making positions as more masculine (i.e., agentic) than feminine (i.e., communal). Study 2 (N = 239) showed that different types of AA had different effects on the attribution of gender stereotypes to AAP beneficiaries: Women benefiting from a quota policy were perceived as being more communal than agentic, while those benefiting from weak preferential treatment were perceived as being more agentic than communal. Furthermore, we examined how the belief that AAPs threaten men’s access to decision-making positions influenced the attribution of these traits to AAP beneficiaries. The results showed that men who reported high levels of perceived threat, as compared to men who reported low levels of perceived threat, attributed more communal than agentic traits to the beneficiaries of quotas. These findings suggest that AAPs may have created a backlash against its beneficiaries by emphasizing gender-stereotypical or counterstereotypical traits. Thus, the framing of AAPs, for instance, as a matter of enhancing organizational performance, in the process of policy making and implementation, may be a crucial tool to countering potential backlash.

The glass ceiling: what have we learned 20 years on?

Purpose

– The purpose of this paper is to consider the current status of women in management and explanations offered for this status in light of a rare empirical field study of the “glass ceiling” phenomenon the authors conducted about 20 years ago.

Design/methodology/approach

– The authors review the study’s key arguments, unexpected results, and implications for organizational effectiveness (which have been largely ignored). The authors then review what has transpired and what has been learned about the glass ceiling phenomenon since.

Findings

– The nature of glass ceilings has remained essentially stable over a 20-year period, although further explanations for them have flourished.

Research limitations/implications

– More scholarly examinations of ways to shatter glass ceilings and thereby enhance organizational effectiveness are recommended.

Practical implications

– Organizations, human resources directors, and internal decision makers need to adopt practices that foster “debiasing” of decisions about promotions to top management.

Social implications

– Societies need to encourage organizations to adopt ways to shatter glass ceilings that continue to disadvantage women.

Originality/value

– A systematic review and analysis of the present-day implications of an early study of the glass ceiling phenomenon has not previously been conducted.

Lebanese perceptions of the glass ceiling

Purpose

– The purpose of this paper is to present insights regarding the barriers that prevent women in Lebanon reaching parity with men in senior leadership positions. The paper also portrays men and women’s varying perceptions regarding these barriers.

Design/methodology/approach

– A total of 129 participants at a Lebanese university took part in the study. The data collected were analyzed using SPSS. Frequencies and χ2-tests were conducted.

Findings

– The findings suggest that women are more likely to be discriminated against and are thus more likely to be underrepresented in top leadership positions. Organizational and cultural barriers were considered to cause this discrimination. Women were more likely than men to believe that women face more barriers while climbing the career ladder. Men were more likely than women to believe that organizations are the parties responsible for this underrepresentation, more so than the surrounding culture. Surprisingly, a sound proportion of women believed that men are more competent at occupying top management positions in Lebanon.

Originality/value

– This is one of the few studies to explore Lebanese perceptions on the workplace’s glass ceiling. Further, it examines the differences in opinions between males and females on women in the workplace, which has not been previously studied. This research contributes further to the existing body of knowledge on women in management in Lebanon and the Middle Eastern region, which is generally small in quantity.

How to Break the Cycle of Low Workforce Diversity: A Model for Change

Social justice concerns but also perceived business advantage are behind a widespread drive to increase workplace diversity. However, dominance in terms of ethnicity, gender or other aspects of diversity has been resistant to change in many sectors. The different factors which contribute to low diversity are often hotly contested and difficult to untangle. We propose that many of the barriers to change arise from self-reinforcing feedbacks between low group diversity and inclusivity. Using a dynamic model, we demonstrate how bias in employee appointment and departure can trap organizations in a state with much lower diversity than the applicant pool: a workforce diversity “poverty trap”. Our results also illustrate that if turnover rate is low, employee diversity takes a very long time to change, even in the absence of any bias. The predicted rate of change in workforce composition depends on the rate at which employees enter and leave the organization, and on three measures of inclusion: applicant diversity, appointment bias and departure bias. Quantifying these three inclusion measures is the basis of a new, practical framework to identify barriers and opportunities to increasing workforce diversity. Because we used a systems approach to investigate underlying feedback mechanisms rather than context-specific causes of low workforce diversity, our results are applicable across a wide range of settings.

Women at Work

Organizations benefit from gender diversity, as research clearly documents. Nevertheless, statistics reveal consistent gender differences in career development and payment. Women who feel undervalued at work will re-evaluate their priorities and are tempted to “opt out.” Organizations that wish to reap the benefits of gender diversity can profit from behavioral science research identifying mechanisms that may prevent women from making the same career choices as men: (a) implicit bias decreases the odds that women will enter and perform in male-dominated job levels or organizations, (b) glass cliff effects make career development less attractive for women, (c) Queen Bee effects prevent women in leadership from acting as role models for other women, and (d) some work–family approaches imply that women have to give up family life to be successful in their professional career. Being aware of these mechanisms, their implications, and possible remedies can benefit organizations and policy makers, and encourage women in different career stages to “lean in.”