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Perceptions of the Female Leader

Perceptions of the Female Leader. Created by Lauren M. Bach. Research Topic. Does a prejudice exist towards female leaders? Role Congruity Theory Is there a top-level leadership advantage for female leaders? Double Standards. Role Congruity Theory. Eagly and Karau (2002)

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Perceptions of the Female Leader

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  1. Perceptions of the Female Leader

    Created by Lauren M. Bach
  2. Research Topic Does a prejudice exist towards female leaders? Role Congruity Theory Is there a top-level leadership advantage for female leaders? Double Standards
  3. Role Congruity Theory Eagly and Karau (2002) Agentic traits & communal traits Gender consistent roles vs. gender inconsistent roles Incongruity between female gender roles and leadership traits = Prejudice towards female leaders
  4. Johnson et al. (2008) Subjects: 101 community members Are agentic female leaders evaluated more likeable and effective than agentic male leaders? Task: Read vignette about a CEO
  5. Johnson et al. (2008) Four conditions:
  6. Johnson et al. (2008) Post questionnaire Ratings on a 7 point Likert Scale
  7. Johnson et al. (2008)
  8. Johnson et al. (2008)
  9. Peachey and Burton (2011) Subjects: 112 Athletic Directors Read leadership vignette
  10. Peachey and Burton (2011) Multifactor Leadership Questionnaire 5-point Likert type scale
  11. Peachey and Burton (2011)
  12. Double StandardsFoschi et al. (1994) Top-Level Leadership Position = No Prejudice (Advantage) --------------------“Glass Ceiling” -------------------- Lower-level Leadership Positions = Prejudice
  13. Rosette and Tost (2010) Subjects: 106 graduate & undergraduate students Given job description and performance summary
  14. Rosette and Tost (2010) Post questionnaire 7-point Likert Scale
  15. Rosette and Tost (2010) * * *
  16. My hypothesis Female Senior Executive Vice Presidents will be evaluated as both more agentic and communal, likable, and effective than lower level female Division Managers and male Senior Executive Vice Presidents.
  17. Method Subjects: MSU Mankato PSYC 211 and other students N = 52 (33F, 19M) Materials: Consent Form Articles Questionnaires Debriefing Form Pens
  18. Procedure 4 Article Conditions: All included job description and performance summary.
  19. Procedure Manipulations:
  20. Procedure
  21. Procedure Given a Post Questionnaire Johnson may be liked by other staff members. 1 2 3 4 5 6 Johnson may be a bold employee leader. 1 2 3 4 5 6 Johnson may be compassionate to staff concerns. 1 2 3 4 5 6 Johnson may be effective. 1 234 5 6
  22. Results: Agentic Traits(Not Significant)(F(3, 48) = .601, p = .618)
  23. Results: Communal Traits(Not Significant) (F(3, 48) = 1.366, p = .264)
  24. Results: Effectiveness(Not Significant) (F(3, 48) = 1.609, p = .200)
  25. Results: Likeability(Not Significant)(F(3, 48) = 1.881, p = .145)
  26. Discussion Results did not support my hypothesis. Top Female leaders not evaluated more: Communal Agentic Effective Likeable
  27. Discussion Results not support: Role congruity theory (Eagly & Karau, 2002) Johnson et al. (2008) Results support: Peachey and Burton (2011) Results not support: Double Standards (Foschi et al.,1994) Rosette and Tost (2010)
  28. Limitations Small Sample Size Not Enough Information in Manipulated Articles Participants Able to Predict Research Topic
  29. Future Studies Obtain larger sample size Modify articles with more information Further disguise study’s purpose Eliminate convenience sampling Procure a diverse sample
  30. The Importance Researching prejudice and advantages = More Females in Top Leadership Positions
  31. References Eagly, A. H., & Karau, S. J. (2002). Role congruity theory of prejudice toward female leaders. Psychological Review, 109, 573-598. doi:10.1037//0033-295X.109.3.573 Foschi, M., Lai, L., & Sigerson, K. (1994). Gender and double standards in the assessment of job applicants. Social Psychology Quarterly, 57, 326- 339. Retrieved from <http://spq.sagepub.com>. Johnson, S. K., Murphy, S. E., Zewdie, S., & Reichard, F. J. (2008). The strong, sensitive, type: Effects of gender stereotypes and leadership prototypes on the evaluation of male and female leaders. Organization Behavior and Human Decision Process, 106, 39-60. doi:1016/j.obhdp.207.12.002 Peachey, J. W., & Burton, L. J. (2011). Male of female athletic director? Exploring perceptions of leader effectiveness and a (potential) female leadership advantage with intercollegiate athletic directors. Springer Science + Business Media, 64, 416-425. doi:10.1007/s11199-010-9915-y Rosette, A. S., & Tost, L. P. (2010). Agentic women and communal leadership: How role prescriptions confer advantage to top women leaders. Journal of Applied Psychology, 95, 221-235. doi:10.1037/a0018204

  32. Thank you!

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