Chapter 7 - Women and Leadership

-> women were expected to be caring leaders

• Women were less effective than men in military positions

• Women were somewhat more effective than men in education, government, and social service organizations

• Women were substantially more effective than men in middle management positions

• Women were less effective when they were supervised or rated by a high number of males -> misunderstanding of leadership effectiveness, doesn’t match stereotype

-> the top looks at the wrong data

• Explanation for the leadership gap: “gender bias stemming from stereotyped expectations – “women take care and men take charge”

• Stereotypes = cognitive shortcuts that influence the way people process information regarding groups and group members.

• Gender stereotypes include beliefs about the attributes of men and women and prescribe how men and women ought to be.

• pervasive, well documented, and highly resistant to change (Dodge, Gilroy, & Fenzel, 1995; Heilman, 2001)

• Men are stereotyped with agentic characteristics: confidence, assertiveness, independence, rationality, & decisiveness

• Women are stereotyped with communal characteristics: concern for others, sensitivity, warmth, helpfulness, & nurturance (Deaux & Kite, 1993; Heilman, 2001)

Gender stereotypes explain numerous findings

• Penalties for women who violate gender stereotypes

• Decision-makers influenced by homosocial reproduction, a tendency for a group to reproduce itself in its own image (Ex. Male leaders choosing male successors)

This is the way to break the glass ceiling, all levels have to be addressed, so everyone has to do their part

Individual Level: self-promotion (not enough compared to men), imposter syndrome (you think you do not deserve sth.)

Organizational Level: pink quarter treats symptoms, mandatory paternity leave -> but policies to help women are important

• Culture of many organizations is changing

• Gendered work assumptions are being challenged

• Organizations valuing flexible workers & diversity of top managers & leaders

• Developing effective & supportive mentoring relationships

• Adopting transformational leadership style

• Improving perceptions of women’s leadership by combining communal and agentic qualities

• Increasing parity in domestic responsibilities

• Negotiating for valued positions and resources

• Women’s foray into entrepreneurship

• Becoming more assertive without losing their femininity

• Make it easier for women to reach top positions by

• Understanding obstacles that make up the labyrinth

• Initiating tactics to eradicate inequality

• Prejudice still a factor and needs to be addressed with awareness

• Women can manage biased perceptions of their leadership by enacting individualized consideration and inspirational motivation

• Using effective negotiation techniques can enhance leadership advancement

• Changes in organizational culture, women’s career development, mentoring opportunities, and increased numbers of women in strategic positions will increase presence of women in prominent leadership roles. 

• pink quarter: imposter syndrome, more challenges and discrimination (fix sympotms not cause)

• women systematically underestimate their ability to

• more harsh to themselves -> male remember GPA slights higher, females slightly lower

• women attribute success to external factors, men to internal factors

• Gender discrimination e.g. rating doctors -> women pay a higher price for being late - being late breaks the stereotype = punishment (women are expected to be conscientiousness)

• Gender discrimination is majorly based on expectation

• white boys club: social identity, we like people that look / are like us = more likely to hire them

• 
  

• success and liekability is negative correlated for women

• the more successful women are the less people like them

• example Heidi and Howard: name for one group changed to Howard -> only first name was changed = the differences you will see are the result of gender

  • euqally competent

  • liked Howard more, would work for him, but not for Heidi

looks at why a smaller percentage of women than men reach the top of their professions

-> Video nochmal anschauen

we need to start to look at different levels