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| Untersuchte Arbeit: Seite: 111, Zeilen: 1 ff. (entire page) |
Quelle: Wotschack Wittek 2006 Seite(n): 4, Zeilen: 2 ff. |
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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, women in leadership positions may find that their gender roles are likely to conflict with their managerial roles. To the degree that the managerial role a woman has to fill is agentic, the more likely she 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). Role congruity theory has been applied successfully to explain gender-related variations in the effectiveness of compliance gaining in organizational and experimental settings. Carli (2001) found that women have greater difficulty exerting influence than [men do, particularly when the influence tactic they use conveys competence and authority – traits that are usually attributed to male interpersonal behavior.] Carli, L. L. (2001). Gender and social influence. Journal of Social Issues, 57, 725–741. Eagly, A. H.,& Karau, S. (2002). Role congruity theory of prejudice toward female leaders. Psychological Review, 109, 573-598. |
“Communal characteristics, which are ascribed more strongly to women, describe primarily a concern with the welfare of other people – for example, affectionate, helpful, kind, sympathetic, interpersonally sensitive, nurturing, and gentle. In contrast, agentic characteristics, which are ascribed more strongly to men, describe primarily an assertive, controlling, and confident tendency – for example, aggressive, ambitious, dominant, forceful, independent, self-sufficient, self-confident, and prone to act as a leader”. (Eagly & Karau, 2002: 574).
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). Role congruity theory has been applied successfully to explain gender related variations in the effectiveness of compliance gaining in organizational and experimental settings. Carli (1999) found that women have greater difficulty exerting influence than men do, particularly when the influence tactic they use conveys competence and authority – traits that are usually attributed to male interpersonal behavior. 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. Carli 1999 is not found in the reference section of the source. |
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