L9: Non-prototypical leadership: Ethical Minorities

Question 1

What did studies about leadership’s etnic protoypes show?

Answer 1

• leaders more likely perceived as white (72%) compared to employees (56%) even in mostly minority ethnicity workforces

Question 2

what is leadership categorization theory?

Answer 2

recognition based processs
black leaders evaluated more negatively regardless of performance

Question 3

what does romance of leadership theory posit?

Answer 3

inferentioal (attribtion) based process
success leads to attribution of strong leadership qualities, so black leaders evaluated positively after success

Question 4

why do they call it the “romance of leadership” theory?

Answer 4

cause when ppl see that a leader is doing a good job, they assume that person is a good leader: they must have the skills & attributes to be a good leader

Question 5

what is a paradox that black ppl face in the workplace?

Answer 5

black leaders are critized more when unsuccesful (negative leader based stereotypes) and are only partially recognized when successfull (non leader compensatory stereotypes explain away their success)

Question 6

where do non leader compensatory stereotypes come from?

Answer 6

when a racial minority leader has success a paradox happens:
- based on inference theory we know that if a leader has success then they should have all the leadership qualities
- recognited based process tells us that we but the leader into the black category & the black category doesnt match w the leadership category so they shouldnt be doing a good job
-> paradox -> leads to non-leadeer compensatory stereotypes
ppl come up w positigve non leader traits rather than traditional leadership skills (ex: controlling, humourous, calculating, athentlic etc)

Question 7

What types of biases exist against ethnic minority leaders?

Answer 7

• negative stereotypes (incompetent, submissive)
• discrimination in hiring & evaluations
• implilcit leadershiup theories (leaders are white)
• lack of recognition for leadership qualities, even when successful
• certain stereotypes (ex self sacrificing) lead to susceptibility to the “glass cliff”

Question 8

what is the glass cliff effect?

Answer 8

Asian-American leaders perceived as self-sacrificing, appointed during organizational decline/crisis
which sets them up for failure

Question 9

What is the savior effect?

Answer 9

white leaders are preferred after crises

Question 10

How can cultural initiatives stimulate ethnic minority leadership?

Answer 10

• open diversity climates increase minority leadership self-efficacy
• valuing multiculturalism (not homogeneity) fosters leadership

Question 11

What is the business case for diversity?

Answer 11

diverse CEOs & Boards of Directiors:
- boost innovation
- evidence for “power of one” (one minority presence creating change) is weak, but diverse boards linked to governance improvmeents
- broader persepctives

Question 12

What does “power in numbers” mean?

Answer 12

that in businesses, diversity’s benefist require a “critical mass” of diverse leaders to avoid tokenism, which limits influence

Question 13

What is tokenism?

Answer 13

practice of making a superficial or symbolic effort to include members of underrepresented or minority groups (like hiring one minority person)

Question 14

Which factors improve asian american/minority leadership competencies?

Answer 14

• competencies in technical, cultural & social domains
• self perceptions as leaders dev through support & recognition in open climates
• Organizational initiatives promoting leadership aspirations and diversity

Question 15

How do ethnic minorities have to overcome strategic risk to advance their careers?

Answer 15

racial minorities have to overcome the challenges associated w visibility
pursuit of leadership roles requires overcoming higher standards & intense scrutiny
benefits: recognition & career advancement
pitfalls: high pressure, extreme standards

Question 16

How can context stimulate or hinder diversity leadership?

Answer 16

• organizational crisis -> glass cliff effect
• racial compostion of industry
• type of industry matters (ex more technical industries fit better w a stereotype of being good at math)

Question 17

What is “complex visibility”?

Answer 17

the fact that racial minorities have limited visibility in the workplace (from invisibility to hypervisibility)

Question 18

Scenario: A Black CEO is praised for his “natural” sense of music and rhythm.
Question: Based on Carton and Rosette (2011), what stereotype is this an example of?
a. Proscriptive stereotype
b. Descriptive stereotype
c. Compensatory stereotype

Answer 18

C

Question 19

What is inference based processing?

Answer 19

this approach, including theories like the romance-of-leadership theory, suggests that leaders’ internal attributes are judged based on performance outcomes alone. success typically results in positive evaluations, while failure leads to negative eassessments, theoretically regardless of the leaders race

Question 20

What is recognition based processing?

Answer 20

proposes that observers rely on stereotypes or “prototypes” of what a leader should be, often associating traits like competence and decisivness w leaders
due to prevalent stereotypes, black leaders are more likely to be viewed as lacking such prototypical leadership traits, which often leads to negative evluations regardless of their actual performance

Question 21

What is the contradiction between inference based processing & recognition based processing for leadership evaluation?

Answer 21

while inference based processing would predict positive evaluations of black leaders folllowing success, recognition based processing suggests that black leaders are likely to be judged negatively due to racial stereotypes, regardless of performance
to reconcile this: goal based stereotypes where evaluators adjust their use of stereotypes based on context & performance outcomes

Question 22

How do organizational diversity policies (like multiculturalism) affect minorities’ self perceptions & aspirations toward leadership roles?

Answer 22

• ## multiculturalism & value in individual differences policies increased perceptions of an open diversity climate -> enhanced leadership self efficacy compared to value in homogeneity,

Question 23

What is value-in-individual differences organizational diversity statement?

Answer 23

means they de-emphasize subgroup identity but values each person unique qualities

Question 24

What is multiculturalism organizational diversity statement?

Answer 24

means they acknowledge & value subgroup differences, explicity celebrating diversity

Question 25

What is value-in-homogeneity organizational diversity statement?

Answer 25

means they focus on overarching group membership, down playing subgroup or indvidiual differences