L8: Non Prototypical Leadership, Women

Question 1

What is non-prototypical leadership?

Answer 1

leadership that doesnt conform to the traditional/widely recognized characteristics & expectations associated w leader
they dont look/behave like what leaders “should”

Question 2

What are 2 approache to understanding non-prototypical leadership?

Answer 2

• through implicit leadership theories
• through social identity theory of leadership

Question 3

What do implicit leadership theories posit?

Answer 3

• the image that a person has of a leader in general or of an effective leader & how it dev over time
• “if it looks like, talks like, and behaves like a leader, then its probably a leader”
• recognition based: look at someone & recognize that person as a leader cause that person fits image of leader. u put them into a category
• inferential: when u put someone in a category, u also attach that person w other leader-like attributes

Question 4

what should prospective leaders do to acquire leadership?

3

Answer 4

• claim it (individual internalization)
• followers should grant this person leadership (relational recognition)
• the broader collective should endorse that leader (collective endorsement)

Question 5

What does social identity theory of leadership posit?

Answer 5

leaders who better embody the ideals of the group are more likely to be seen as effective leaders leading to better relationship & better work outcomes

Question 6

Which obstacles do women face when rising in organizational hierarchies?

Answer 6

• stereotyping (women should be communal, should not be dominant)
• gender bias (men women competent than women as leaders)
• discrimination (women will be less effective leaders, therefore we will not hire a woman as leader)
• glass ceiling (obstacles hindering women to rise in organizational hierarchy)
• think manager - think male
• women apply less & publish fewer papers so less likely to be promoted

Question 7

What is role congruity theory?

Answer 7

social roles instigate gender stereotypes -> these stereotypes do not match the stereotypes/beleifs we have of leaders (she doesnt look like a leader, so shes not)

Question 8

How do descriptive, pre- and proscriptive stereotypes make women not seen as leaders?

Answer 8

descriptive : how women are
pre and pro: how women should (not- be
these stereotypes make them seem less as leaders & make women leaders seen as less effective
-> also happens amongst female employees, prefer male boss!

Question 9

What drives the obtainment of leadership positions for women? context

Answer 9

-more in service industries
- more in times of crisis (glass cliff effect), but also more at risk of losing jobs when organization isnt doing well in sexist countries

Question 10

What is the important of leader identity in obtaining leadership for women?

Answer 10

• early leadership experiences (among youth) may encourage dev of a leader self identity
• claiming AND granting are curcial, but claiming is more challenging for women & they are less likely to be granted leadership

Question 11

What is meant by “ego-ideal of leadership”?

Answer 11

• ppl should put themselves out there as the person to lead (claiming)

Question 12

How do invidiuals get motivated to leadership achievement? 3ways

Answer 12

• power direct (seeing urself as leader, controlling others, taking on leadership roles)
• competitive direct (getting satisfaction from being better than others)
• intrinsic direct (measure performance against internal standards)

Question 13

What types of motivation are more acceptable for girls vs for boys

Answer 13

instrinsic motivation for girls
power & competitive motivation for boys

Question 14

What did Offerman’s study results show about the importance of leader identity amongst women?

Answer 14

• women who are more competitive & power motivated have greater career progress
• women who are more power motivated more likley to have senior leadership role & put themselves out there
• networking led to higher salary & subjective career success & career satisfaction
• taking extensive leave negatively related to a leadership position

Question 15

overall what 3 factors drive obtainment of leadership amongst women?

Answer 15

• type of industry (some industries see being caring & warm as good leadership qualities which leads to women being more likely to be promoted)
• situation of the company (women more likely to be promoted in crisis situation especially in sexist country)
• dev of leader identity early on & networking -> stimulates claiming behaviours -> women more likely to become leaders later on

Question 16

What types of backlash do female leaders encounter?

Answer 16

• hiring (women engaging in self prootion are seen as competent but less likeable so hired less. not the case for men)
• salary negotiations (assertive women in salary negotiations -> negative judgments -> discourages women so tend to have lower salaries)
• promotion (glass ceiling as female agency & authority -> negative reactions (proscriptive stereotypes), while men have glass escalator (their promotion is faciliated)(
• leadership evaluations (assertive female leaders criticized)
• workplace interactions: backlash from colleagues as they undermine female leaders by ecluding them
  genearlly face backlash for breaking prescriptiv stereotypes (so being competitive, assertive, ambitious lead to less of all of the above)
• face backlash when showing anger/emotion
• for power seeking behaviours

Question 17

For what things do males face backlash in the workplace?

5

Answer 17

• being communical
• proficiency in feminine domains
• emotional prooblem disclosure
• cross sexed behaviour
• counter stereotypical behaviour

Question 18

What is the theoretical explanations for backlash received by female leaders?

Answer 18

• role conguirity theory (ppl experience discomfort when individuals act in ways that conflict w expected gender roles)
• cultural stereotype maintenance (backlash reinforces traditional gender roles & stereotypes)
  -> when women & men fear backlash, they are less likely to act counter to gender norms, maintaining the status quo

Question 19

What are 3 moderators for the degree of backlash women receive in the workplace?

Answer 19

• backlash stronger in male dominated field
• observer gender: women & men harshly judge counter stereotypical behaviour
• degree to which women tone down their agency

Question 20

What is the double bind for women in leadership?

Answer 20

speaking in gendered ways = inadequate leader
speaking as a leader = inadequate woman

Question 21

What are some of the positive consequences of female leadership? aka the business case pro female leaders

Answer 21

• more women on boards -> better financial performance
• this link stronger in gender egalitarian cultures
• board size & meeting frequency not critical

Question 22

What is gender essentialism?

Answer 22

biological differences determine behaviour
so women naturally better at caregiving, more nurturing, while men more leaders & agency

Question 23

What is the criticism of gender essentialism?

Answer 23

• can we assume women inherently bring the same “feminine biological” value?
• does majority gender (usually men) face similar performance expectations

Question 24

What is nonessentialism?

Answer 24

rejects idea that men & women have fixed bio traits that dictate behaviour
instead differences are shaped by social, cultural organizational structures like
- gendered division of labour: women often assigned HR due to societal norms, not bio
- gendered communication exclusion: women excluded from important decision making convos
- symbols & labels: “gentlemens club” “glass ceiling” reflect structural barriers not bio limits

Question 25

What is backlash?

Answer 25

backlash effects are negative reactions, both social & economic, experienced by individuals who defy traditional gender stereotypes
in org contexts: women who exhibit agency to fit leadership roles face reprisals for violating feminine norms that expect them to be communal

Question 26

According to Offermans longitudinal study, what factors in college predicted womens attainment of senior leadership roles 28y later?

Answer 26

women’s leadership orientation (power direct) and competitive achievement orientations in college were significant predictors of attaining senior leadership roles 28 years later. Women who viewed themselves as leaders and were motivated by competition were more likely to reach senior positions in their careers.