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| [1.] Dsi/Fragment 239 03 - Diskussion Zuletzt bearbeitet: 2021-10-24 10:42:53 WiseWoman | Dsi, Fragment, Gesichtet, SMWFragment, Schutzlevel sysop, Verschleierung, Wotschack Wittek 2006 |
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| Untersuchte Arbeit: Seite: 239, Zeilen: 3-9, 18-23 |
Quelle: Wotschack Wittek 2006 Seite(n): 4, Zeilen: second and thrid paragraph |
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| Second, it argues that in order to gain compliance, men and women should behave according to their gender roles. Therefore, a woman would be more successful in gaining compliance if she used communal strategies, whereas the use of agentic strategies will be more disadvantageous for women than for men. One main difference between role congruity theory and other gender role theories is that it makes no assumptions about gender differences in the use of specific kinds of compliance-gaining behaviors, but only that behaviors that are accepted for a man may not be accepted for a woman.
[...] Third, for women in leadership positions, their gender role is likely to clash with their managerial role, to the extent that the managerial role women have to fill is agentic, but they are likely to draw negative reactions and noncompliance from others because they deviate from their expected gender role. As a result, “women in managerial positions can avoid negative reactions associated with taking a masculine-oriented role by combining the assertive, confident, and decisive behaviors required in this role with a [more communal or feminine style” (Eagly & Karau, 2002).] Eagly, A. H.,& Karau, S. (2002). Role congruity theory of prejudice toward female leaders. Psychological Review, 109, 573-598. |
Second, it argues that in order to be effective in their compliance gaining attempts, the behavior of men and women needs to be consistent with their gender roles. Thus, women using communal strategies are likely to be more successful in gaining compliance than women using agentic strategies, and the use of agentic strategies will be more disadvantageous for women than for men. A key difference between role congruity theory and other gender role theories is that it makes no assumptions about gender differences in the use of specific kinds of compliance gaining behaviors, but only that behaviors that are accepted for a man may not be accepted for a woman.
Third, for women in leadership positions, their gender role is likely to conflict with their managerial role: to the degree that the managerial role women have to fill is agentic, the more likely they will elicit negative reactions and non-compliance from others because she deviates from her expected gender role. Consequently, “women in managerial positions can avoid negative reactions associated with taking a masculine-oriented role by combining the assertive, confident, and decisive behaviors required in this role with a more communal or feminine style” (Eagly & Karau, 2002). Eagly, A. H.,& Karau, S. (2002). Role congruity theory of prejudice toward female leaders. In: Psychological Review, 109, 573-598. |
The true source is not given. This text can also be found on page 111. |
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