Men and women who want epistemic certainty are at-risk for hostility towards women leaders

How Do Pandemic Policies and Communication Shape Intergroup Outcomes? Initial Findings From the COVID-19 Pandemic and Open Questions for Research and Policy

Government policies can be productive tools for protecting citizens while simultaneously forging more egalitarian societies. At the same time, history has shown that well-intentioned governmental actions, such as those meant to quell pandemics (e.g., blood-donation restrictions), can single out members of marginalized groups (e.g., men who have sex with men). How did government actions shape intergroup outcomes during the COVID-19 pandemic? Here, we draw from emerging research to provide informed conjectures regarding whether and how government actions affected stereotypes (e.g., beliefs about gender), prejudice (e.g., anti-Asian bias), and intergroup violence (e.g., hate crimes against Asian individuals) during the COVID-19 pandemic. We discuss research examining the impact of policies intended to curb the spread of the disease, and we consider possible effects of the strategies used to communicate about the virus. Furthermore, we highlight open questions regarding how and why pandemic policies and communication shape intergroup outcomes, propose key directions for future research, and note possible implications for future development of policy and communication strategies.

Motivation to Avoid Uncertainty, Implicit Person Theories about the Malleability of Human Attributes and Attitudes toward Women as Leaders vs. Followers: A Mediational Analysis

This research investigated the relation between motivation to avoid uncertainty, as reflected in the need for cognitive closure, implicit theories about the malleability of human attributes, and attitudes toward women as leaders vs. followers. In a cross-sectional study (N = 470) conducted in Italy, we hypothesized and found that the need for cognitive closure directly enhanced the belief that women are compatible with followership roles rather than leadership roles. Furthermore, the results from a mediational analysis revealed that the relation between the need for cognitive closure and the belief that women are compatible with followership roles rather than leadership was mediated by implicit person theories (i.e., the conviction that people features are malleable vs. unchangeable). Notably, we obtained these results while controlling for participants' gender, educational level, and age. The theoretical and practical implications are discussed.

Intergroup Contact Is Associated with Less Negative Attitude toward Women Managers: The Bolstering Effect of Social Dominance Orientation

This cross-sectional study examined the intergroup contact hypothesis in the workplace by enrolling 150 Italian employees. Within the framework of social dominance theory, the purpose of this study was to test the assumption that individuals with higher levels of social dominance orientation are more likely to exhibit prejudice against women in managerial positions and benefit more from intergroup contact with a female supervisor. In particular, we found that individuals with higher levels of social dominance orientation exhibited more negative attitudes towards women in manager positions, but this effect only appeared when their superiors were women, as opposed to men. In addition, participants with higher social dominance orientation experienced more positive outcomes from intergroup contact, resulting in less negative attitudes toward women managers, than those with lower social dominance orientation. Overall, these findings yield insights into how intergroup contact affects individuals with prejudice tendencies, indicating that contact with the targeted group (i.e., women in managerial positions) is negatively associated with negative attitudes towards the group, even when the prejudice is driven by social dominance orientation. These results could shed light on new routes to design practical intervention aimed at solving prejudice towards women in leadership roles.