Loading in 2 Seconds...
Loading in 2 Seconds...
Implicit Gender Bias in Everyday Life: Implications for Leadership, Academic Achievement, and Law. Eugene Borgida Professor of Psychology and Law Women’s Faculty Cabinet Spring Reception, 4/29/10. Overview. Legal context – Title VII and “motivating factors” The science of implicit bias
Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.
Professor of Psychology and Law
Women’s Faculty Cabinet Spring Reception, 4/29/10
Eveleth Mines HR Director: “All women should be barefoot and pregnant.”
“Implicit biases are discriminatory biases based on implicit attitudes or implicit stereotypes. Implicit biases are especially intriguing, and also especially problematic, because they can produce behavior that diverges from a person’s avowed or endorsed beliefs or principles” (p.951).
Psychological “fit” between gender stereotypes and role stereotypes: Women and leadership.
Gender prejudice emerges from the clash of gender stereotypes and work role expectations -- role incongruity or lack of fit.
Leadership roles are equated with masculinity. Female leaders are evaluated as less leader-like than their male counterparts. Backlash against female leaders.
Bias against full-time workers who are also caregivers.
“Think leader, think male” stereotype (V.A. Schein, 1973, 1975). Being a woman still associated with less effective leadership (Eagly, Johannesen-Schmidt, & van Engen, 2003) and fewer attributes for organizational success (Heilman & Haynes, 2008).
Hoobler, J.M., Wayne, S.J., Lemmon, G. (2009). Bosses' perceptions of family-work conflict and women's
promotability: Glass ceiling effects. /Academy of Management Journal/, /52/ (5), 939-957.
I. What do we learn from the research on prejudice reduction?
Paluck & Green (2009) conclusions:
II. Awareness still matters
Kalev, Dobbin & Kelly (2008): effective accountability and oversight structures in organizations centralize authority for diversity, and the presence of such structures also makes diversity training and evaluations more effective.
Building accountability into a wide range of institutional practices and policies.