Angaben zur Quelle [Bearbeiten]
| Autor | Isabel Cuadrado / J. Francisco Morales / Patricia Recio |
| Titel | Women’s Access to Managerial Positions: An Experimental Study of Leadership Styles and Gender |
| Zeitschrift | The Spanish Journal of Psychology |
| Jahr | 2008 |
| Jahrgang | 11 |
| Nummer | 1 |
| Seiten | 55-65 |
| ISSN | 1138-7416 |
| DOI | https://doi.org/10.1017/S113874160000411X |
| URL | https://www.researchgate.net/publication/51405388_Women%27s_Access_to_Managerial_Positions_An_Experimental_Study_of_Leadership_Styles_and_Gender |
Literaturverz. |
no |
| Fußnoten | no |
| Fragmente | 3 |
| [1.] Dsi/Fragment 241 04 - Diskussion Zuletzt bearbeitet: 2021-08-29 13:06:19 WiseWoman | Cuadrado Morales Recio 2008, Dsi, Fragment, Gesichtet, SMWFragment, Schutzlevel sysop, Verschleierung |
|
|
|
| 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. |
|
| [2.] Dsi/Fragment 242 01 - Diskussion Zuletzt bearbeitet: 2021-08-29 13:27:55 WiseWoman | Cuadrado Morales Recio 2008, Dsi, Fragment, Gesichtet, KomplettPlagiat, SMWFragment, Schutzlevel sysop |
|
|
|
| Untersuchte Arbeit: Seite: 242, Zeilen: 1 ff. (entire page) |
Quelle: Cuadrado Morales Recio 2008 Seite(n): 63, Zeilen: left col, 21ff |
|---|---|
| Firstly, the existence of a persistent stereotype that associates managerial activities with stereotypically male qualities should be taken into account. Through diverse studies in different countries, this phenomenon, called “think manager-think male” in the literature, is global and is especially sustained by men (see Schein, 2001). Therefore, the traits, values, or behaviors linked to masculinity are considered necessary to achieve success in managerial positions. As a result, some women who occupy leadership positions continue to emulate male behavior traditionally associated with professional success in leadership positions (see Cuadrado, 2004). However, when doing this, women contravene desirable feminine behavior, namely, they transgress the prescriptions associated with their gender and are evaluated negatively, as was developed extensively in the theory formulated by Eagly and Karau (2002). Because of this, there is both a process of self-exclusion, known as the “cement ceiling”—self-imposed by personal choices, such as rejecting promotion (Chinchilla & León, 2004)— as well as the existence of greater difficulty to achieve these roles in comparison to men.
However, as aptly noted by Eagly (2003), the growing presence of women in these positions, together with a higher evaluation of stereotypically feminine qualities—which at the same time are appropriate to the current needs of the diverse settings (see the analysis of Barberá et al., 2005)— are important factors that will favor female presence in leadership positions. This study confirms these statements. The changes—though slow—in the content of gender stereotypes (see Barberá & Ramos, 2004) and the decrease of incongruity between leadership roles and the feminine role will allow organizations to be more receptive to female leaders. Of course, this optimistic viewpoint should be interpreted with realism. In fact, the statistics still show that women have not yet [advanced as much as would be fair and desirable.] 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). Chinchilla, N., & León, C. (2004). La ambición femenina. Cómore-conciliar [sic] trabajo y familia. Madrid: Aguilar. Cuadrado, I. (2004). Valores y rasgos estereotípicos de género de mujeres líderes. Psicothema, 16, 279-284. Eagly, A. H.,& [sic] Karau, S. (2002). Role congruity theory of prejudice toward female leaders. Psychological Review, 109, 573-598. Schein, V.E. (2001). A global look at psychological barriers to women’s progress in management. Journal of Social Issues, 57, 675-688. |
Firstly, the existence of a persistent stereotype that associates managerial activities with stereotypically male qualities should be taken into account. Through diverse studies in different countries, this phenomenon, called “think manager-think male” in the literature, is global and is especially sustained by men (see Schein, 2001). Therefore, the traits, values, or behaviors linked to masculinity are considered necessary to achieve success in managerial positions. As a result, some women who occupy leadership positions continue to emulate male behavior traditionally associated with professional success in leadership positions (see Cuadrado, 2004). However, when doing this, women contravene desirable feminine behavior, namely, they transgress the prescriptions associated with their gender and are evaluated negatively, as was developed extensively in the theory formulated by Eagly and Karau (2002). Because of this, there is both a process of self-exclusion, known as the “cement ceiling”—self-imposed by personal choices, such as rejecting promotion (Chinchilla & León, 2004)— as well as the existence of greater difficulty to achieve these roles in comparison to men.
However, as aptly noted by Eagly (2003), the growing presence of women in these positions, together with a higher evaluation of stereotypically feminine qualities—which at the same time are appropriate to the current needs of the diverse settings (see the analysis of Barberá et al., 2005)— are important factors that will favor female presence in leadership positions. This study confirms these statements. The changes—though slow—in the content of gender stereotypes (see Barberá & Ramos, 2004) and the decrease of incongruity between leadership roles and the feminine role will allow organizations to be more receptive to female leaders. Of course, this optimistic viewpoint should be interpreted with realism. In fact, the statistics still show that women have not yet advanced as much as would be fair and desirable. Barberá, E., Candela, C., López, M., Ramos, A., Sarrió, M., Albertos, P., Benítez, I.J., Díez, J.L. y Lacort, J.A. (2005). Género y diversidad en un entorno de cambio. Valencia: Universidad Politécnica de Valencia. 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). Chinchilla, N., & León, C. (2004). La ambición femenina. Cómo re-conciliar trabajo y familia. Madrid: Aguilar. Cuadrado, I. (2004). Valores y rasgos estereotípicos de género de mujeres líderes. Psicothema, 16, 279-284. Eagly, A.H. (2003). The rise of female leaders. Zeitschrift für Sozialpsychologie, 34, 123-132. Eagly, A.H., & Karau, S.J. (2002). Role congruity theory of prejudice toward female leaders. Psychological Review, 109, 573-598. Schein, V.E. (2001). A global look at psychological barriers to women’s progress in management. Journal of Social Issues, 57, 675-688. |
The source is not given. Neither Eagly 2003 nor Barberá et al. 2005 are found in the reference section of Dsi. |
|
| [3.] Dsi/Fragment 243 01 - Diskussion Zuletzt bearbeitet: 2021-08-29 13:38:01 WiseWoman | Cuadrado Morales Recio 2008, Dsi, Fragment, Gesichtet, SMWFragment, Schutzlevel sysop, Verschleierung |
|
|
|
| Untersuchte Arbeit: Seite: 243, Zeilen: 1-14 |
Quelle: Cuadrado Morales Recio 2008 Seite(n): 63, Zeilen: left col., last two lines; right col, 1-7, last paragraph |
|---|---|
| [In fact, the statistics still show that women have not yet] advanced as much as would be fair and desirable. There is still discriminatory treatment toward female leaders or toward women who attempt to perform these roles, but, from our viewpoint, some conditions must be met for this to occur. For example, it is more likely to occur in people who display strong gender stereotypes, and when women try to gain access to positions of power and prestige in jobs that are incongruent with their gender.
The researcher feels that organizations should take into account the contributions and the value of feminine styles, instead of blocking women’s access to traditionally masculinized settings. Likewise, they should consider the importance of the feminine styles when training managerial skills and styles. It is very likely that these aspects, together with the growing access of women to leadership positions—which will gradually modify the content of gender stereotypes— [sic] will prevent the devaluation of female leaders and allow egalitarian access of men and women to positions of responsibility. Not only women, but organizations and society in general can achieve important benefits. |
In fact, the statistics still show that women have not yet advanced as much as would be fair and desirable. There is still discriminatory treatment toward female leaders or toward women who attempt to perform these roles, but, from our viewpoint, some conditions must be met for this to occur. For example, it is more likely to occur in people who display strong gender stereotypes, and when women try to gain access to positions of power and prestige in jobs that are incongruent with their gender. [...]
While aware of the limitations, the main implication of these results for the access of women to leadership positions is that organizations should take into account the contributions and the value of feminine styles, instead of blocking women’s access to traditionally masculinized settings. Likewise, they should consider the importance of the feminine styles when training managerial skills and styles. It is very likely that these aspects, together with the growing access of women to leadership positions—which will gradually modify the content of gender stereotypes—will prevent the devaluation of female leaders and allow egalitarian access of men and women to positions of responsibility. Not only women, but organizations and society in general can achieve important benefits. |
The source is not given. |
|