|
|
|
| Untersuchte Arbeit: Seite: 241, Zeilen: 4-9, 14-22 |
Quelle: Cuadrado Morales Recio 2008 Seite(n): 62, 63, Zeilen: 62: right col., 2ff; 63: left col., 7ff |
|---|---|
| Therefore, it is not confirmed that women in leadership positions who adopt stereotypically masculine ways are less favorably evaluated than men (Eagly & Karau, 2002). Like in other studies, the assumption on which the role congruity theory of prejudice toward female leaders is based is not confirmed (e.g., Davis, 2004; Dulewicz & Higgs, 2005; van Engen et al., 2001; Rojahn & Willemsen, 1994). What can be the explanation of these results?
[...] In short, respondents show that female leaders do not necessarily receive less favorable evaluations than males when they adopt stereotypically masculine styles (i.e., autocratic), nor is there a biased tendency in men to favor leaders of their own sex, as Eagly et al. (1992; 1995) found in their meta-analyses. In view of these results, one could wonder why women are not sufficiently represented in leadership roles. In other words, the scarcity of women in these positions is difficult to understand if, as revealed by the results of this study and other works (see Barberá & Ramos, 2004), the adoption of stereotypically feminine styles is more highly valued than masculine styles and more congruent with current organizational demands. Barberá, E., & Ramos, A. (2004). Liderazgo y discriminación de género. Revista de Psicología General y Aplicada, 57, 147-160. Monographic issue: La psicología y el acceso de la mujer a la función directiva. (Coords.: J.F. Morales & I. Cuadrado). Davis, C.A. (2004). Gender stereotypes and 360-degree leadership feedback ratings: An application of role congruity theory. Doctoral dissertation. University of Michigan. University Microfilms International. Dulewicz, V., & Higgs, M. (2005). Assessing leadership styles and organizational context. Journal of Managerial Psychology, 20, 105-123. Eagly, A. H.,& Karau, S. (2002). Role congruity theory of prejudice toward female leaders. Psychological Review, 109, 573-598. Eagly, A. H., Karau, S., & Makhijani, M. (1995). Gender and the effectiveness of leaders: A meta-analysis. Psychological Bulletin, 117, 125-145. Eagly, A.H., Makhijani, M.G., & Klonsky, B.G. (1992). Gender and the evaluation of leaders: A meta-analysis. Psychological Bulletin, 111, 3-22. Rojahn, K., & Willemsen, T.M. (1994). The evaluation of effectiveness and likeability of gender role congruent and gender role incongruent leaders. Sex Roles, 30, 109-119. van Engen, M. L., van der Leeden, R., & Willemsen, T.M. (2001). Gender, context and leadership styles: A field study. Journal of Occupational and Organizational Psychology, 74, 581-598. |
[page 62]
Thus, it is not confirmed that women in leadership positions who adopt stereotypically masculine ways are less favorably evaluated than men (Eagly & Karau, 2002). Like in other studies, the assumption on which the role congruity theory of prejudice toward female leaders is based is not confirmed (e.g., Davis, 2004; Dulewicz & Higgs, 2005; van Engen et al., 2001; Rojhan [sic] & Willemsen, 1994). What can be the explanation of these results?
In short, our study reveals that female leaders do not receive less favorable evaluations than males when they adopt stereotypically masculine styles (i.e., autocratic), nor is there a biased tendency in men to favor leaders of their own sex, as Eagly et al. (Eagly, Makhijani, et al., 1992; Eagly, Karau, et al., 1995) found in their meta-analyses. In view of these results, one could wonder why women are not sufficiently represented in leadership roles. In other words, the scarcity of women in these positions is difficult to understand if, as revealed by the results of this study and other works (see Barberá & Ramos, 2004), the adoption of stereotypically feminine styles is more highly valued than masculine styles and more congruent with current organizational demands. Barberá, E., & Ramos, A. (2004). Liderazgo y discriminación de género. Revista de Psicología General y Aplicada, 57, 147- 160. Monographic issue: La psicología y el acceso de la mujer a la función directiva. (Coords.: J.F. Morales & I. Cuadrado). Davis, C.A. (2004). Gender stereotypes and 360-degree leadership feedback ratings: An application of role congruity theory. Doctoral dissertation. University of Michigan. University Microfilms International. Dulewicz, V., & Higgs, M. (2005). Assessing leadership styles and organizational context. Journal of Managerial Psychology, 20, 105-123. Eagly, A.H., & Karau, S.J. (2002). Role congruity theory of prejudice toward female leaders. Psychological Review, 109, 573-598. Eagly, A.H., Karau, S.J., & Makhijani, M.G. (1995). Gender and the effectiveness of leaders: A meta-analysis. Psychological Bulletin, 117, 125-145. Eagly, A.H., Makhijani, M.G., & Klonsky, B.G. (1992). Gender and the evaluation of leaders: A meta-analysis. Psychological Bulletin, 111, 3-22. Rojahn, K., & Willemsen, T.M. (1994). The evaluation of effectiveness and likeability of gender-role congruent and gender-role incongruent leaders. Sex Roles, 30, 109-119. van Engen, M. L., van der Leeden, R., & Willemsen, T.M. (2001). Gender, context and leadership styles: A field study. Journal of Occupational and Organizational Psychology, 74, 581- 598. |
The true source is not given. |
|