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| Untersuchte Arbeit: Seite: 112, Zeilen: 1 ff. (entire page) |
Quelle: Wotschack Wittek 2006 Seite(n): 4, 5, Zeilen: 4: 29 ff.; 5: 1 ff. |
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| [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. Consequently, women are less influential when the influence or communication strategy they use is perceived as dominant (Carli, 2001).
An experimental study by Shackelford, Wood, and Worchel (1996) showed that women with a people-oriented style and competence exerted greater influence over men than did women who were merely competent. Atwater, Carey, and Waldman (2001) found that female managers engaging in ‘masculine oriented roles’ (e.g., delivering reprimands) were seen as less effective than male managers by their employees. Brett et al. (2005) showed that women are more effective than men if they use a ‘communal’ style of compliance gaining. The presented evidence supports the assumption that the use of ‘agentic’ strategies is seen as a traditionally masculine role (Brett et al., 2005). As role incongruity is defined as a mismatch between a (communal) female gender role and an (agentic) managerial or leadership role, the researcher suggests that role congruity theory can be extended to the context of public relations practitioners. More specifically, the researcher argues that working women, in this case female public relations practitioners, experience incongruity between their gender role and their role as public relations managers (Hood, 1986). The traditional provider role has predominantly agentic connotations: “The traditional good provider role took on negative connotations such as distant, strict, harsh, authoritarian, bumbling, and incompetent ... putting priority of job over family... Breadwinning was active, responsible, emotionally invested, demanding, expressive, and measured real devotion” (Christiansen & Palkovitz, 2001). Atwater, L., J. Carey & D. Waldman (2001). Gender and discipline in the workplace: Wait until your father gets home. Journal of Management, 27, 537-561. Brett J., L. Atwater, D. Waldman (2005). Effective delivery of workplace discipline – Do Women have to be more participatory than men? Group & Organization Management, 30(5): 487-513 Carli, L. L. (2001). Gender and social influence. Journal of Social Issues, 57, 725–741. Christiansen, S. & Palkovitz, R. (2001). Providing as a form of Paternal Involvement: Why the "Good Provider" Role Still Matters. Journal of Family Issues, 22, 84-106. Hood, J. (1986). The Provider Role – Its Meaning and Measurement. Journal of [sic] Marriage and the Family 48 (2): 349-359. Shackelford, S., Wood, W., & Worchel, S. (1996). Behavioral Styles and the Influence of Women in Mixed-Sex Groups. Social Psychology Quarterly, 59: 284-293. |
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. Consequently, women are less influential when the influence or communication strategy they use is perceived as dominant (Carli, 2001). An experimental study by Shackelford, Wood & Worchel (1996) showed that women with a people-oriented style and competence exerted greater influence over men than did women who were merely competent. Atwater, Carey & Waldman (2001) found that female managers engaging in ‘masculine oriented roles’ (e.g. delivering reprimands) were seen as less effective than male managers by their employees. Brett et al. (2005) showed that women are more effective than men if they use a ‘communal’ style of compliance gaining.
The presented evidence supports the assumption that the use of ‘agentic’ strategies is seen as a traditionally masculine role (Brett et al., 2005; Ritter & Yoder, 2004). So far, the application of role congruity theory has been limited to organizational and experimental settings. Role incongruity was defined as a mismatch between a (communal) female gender role and an (agentic) managerial or leadership role. We suggest that role congruity theory can be extended to [page 5] the context of intra-household time-allocation conflicts. More specifically, we argue that working women experience incongruity between their gender role and their role as (main, secondary, or co-)provider (Hood, 1986) in the household. The traditional provider role has predominantly agentic connotations: “The traditional good provider role took on negative connotations such as distant, strict, harsh, authoritarian, bumbling, and incompetent ... putting priority of job over family... Breadwinning was active, responsible, emotionally invested, demanding, expressive, and measured real devotion” (Christiansen & Palkovitz, 2001). --- Atwater, L., J. Carey & D. Waldman (2001). Gender and discipline in the workplace: Wait until your father gets home. In: Journal of Management, 27, 537-561. Brett J., L. Atwater, D. Waldman (2005). Effective delivery of workplace discipline - Do women have to be more participatory than men? In: GROUP & ORGANIZATION MANAGEMENT 30 (5): 487-513 Hood, J. (1986). The Provider Role – Its Meaning and Measurement. Journal of Marriage and the Family 48 (2): 349-359 |
The true source is not given. Carli 1999, Carli 2001, Christiansen & Palkovitz 2001, Ritter & Yoder, 2004, and Shackelford, Wood & Worchel 1996 are not found in the reference section of the source. Dsi has a tendency to replace "we" with "the researcher":
Dsi also inserts her topic of "public relations", although the given reference (Hood 1986) does not contain the term. |
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