Linking leader anti-prototypes and prototypes to gender stereotypes

2017 ◽  
Vol 32 (2) ◽  
pp. 128-140 ◽  
Author(s):  
Gary N. Powell ◽  
D. Anthony Butterfield
Keyword(s):  
Gender Stereotypes ◽  
Cognitive Mechanisms ◽  
Content Type ◽  
Women In Management ◽  
Masculinity And Femininity ◽  
Female Candidates ◽  
The Status ◽  
Single Data ◽  
Two Populations ◽  
Status Of Women

Purpose This study aims to examine factors that may explain the status of women in management by exploring the linkages between leader anti-prototypes and prototypes to gender stereotypes. Design/methodology/approach Samples from two populations described either a “bad manager” (representing leader anti-prototypes) or a “good manager” (representing leader prototypes) on two instruments that assessed masculinity and femininity. Findings On each instrument, masculinity was endorsed more than femininity in both leader prototypes and anti-prototypes. Both masculinity and femininity were endorsed more in leader prototypes than leader anti-prototypes but only when the purpose of the instrument was disguised rather than transparent. Research limitations/implications Limitations of a single data collection method, the nature of the samples and a newly designed scale for purposes of the study are acknowledged. Further attention to the linkages of leader anti-prototypes and prototypes to gender stereotypes and the outcomes of these linkages is recommended. Practical implications Individuals who make managerial selection and promotion decisions may devote more attention to the presence or absence of masculine traits in candidates than to the presence or absence of feminine traits, thereby leading to female candidates being passed over and male candidates receiving greater scrutiny in determining who gets ahead. Social implications The study suggests cognitive mechanisms that may influence the status of women in management. Originality/value The study incorporates leader anti-prototypes and leader prototypes to explain the low status of women in management.

The role of androgyny in leader prototypes over four decades

2015 ◽  
Vol 30 (1) ◽  
pp. 69-86 ◽  
Author(s):  
Gary N. Powell ◽  
D. Anthony Butterfield
Keyword(s):  
Leadership Style ◽  
Gender Stereotypes ◽  
Alternative Methods ◽  
Content Type ◽  
The Past ◽  
Masculinity And Femininity ◽  
Two Populations ◽  
Over Time ◽  
Good Manager

Purpose – The purpose of this paper is to examine the role of psychological androgyny, a construct that represents a combination of masculinity and femininity, in explaining changes in descriptions of a good manager over time. Design/methodology/approach – Samples of the same two populations were surveyed at four different points in time spanning four decades (N = 1,818). Findings – Good-manager descriptions became increasingly similar in masculinity and femininity over time, or increasingly androgynous according to the balance conceptualization of androgyny. However, both good-manager masculinity and good-manager femininity declined over time, with masculinity declining to a greater extent, which accounted for the greater similarity in these scores. As a result, according to the high masculinity/high femininity conceptualization of androgyny, good-manager descriptions actually became decreasingly androgynous and more “undifferentiated”. Overall, the trend in leader prototypes over time was toward less emphasis on traits associated with members of either sex. Research limitations/implications – Limitations of two alternative methods of analyses and the survey instrument are acknowledged. What constituted a good manager may have depended on the context. Further scholarly attention to the concept of an undifferentiated leadership style is recommended. Practical implications – People may be moving beyond leader prototypes based on the simple application of gender stereotypes. Changes in leader prototypes over the past four decades may contribute to enhancements in women’s societal status. Social implications – Leader prototypes may disadvantage women less than in the past. Originality/value – Results suggest that the role of androgyny in leader prototypes is declining according to the high masculinity/high femininity conceptualization.

Why Trump and Clinton won and lost: the roles of hypermasculinity and androgyny

2018 ◽  
Vol 37 (1) ◽  
pp. 44-62 ◽  
Author(s):  
Gary N. Powell ◽  
D. Anthony Butterfield ◽  
Xueting Jiang
Keyword(s):  
Gender Stereotypes ◽  
Presidential Election ◽  
Business Students ◽  
Explanatory Power ◽  
General Assumption ◽  
Political Preference ◽  
Content Type ◽  
Presidential Candidates ◽  
Masculinity And Femininity ◽  
Us Presidential Election

Purpose The purpose of this paper is to examine perceptions of the “Ideal President” (IP) and presidential candidates in the 2016 US presidential election in relation to gender stereotypes and leader prototypes. Design/methodology/approach In all, 378 business students assessed perceptions of either the IP or a particular candidate on measures of masculinity and femininity. Androgyny (balance of masculinity and femininity) and hypermasculinity (extremely high masculinity) scores were calculated from these measures. Findings The IP was perceived as higher in masculinity than femininity, but less similar to the male (Donald Trump) than the female (Hillary Clinton) candidate. IP perceptions were more androgynous than in the 2008 US presidential election. Respondents’ political preferences were related to their IP perceptions on hypermasculinity, which in turn were consistent with perceptions of their preferred candidate. Social implications Trump’s high hypermasculinity scores may explain why he won the electoral college vote, whereas Clinton’s being perceived as more similar to the IP, and IP perceptions’ becoming more androgynous over time, may explain why she won the popular vote. Originality/value The study extends the literature on the linkages between gender stereotypes and leader prototypes in two respects. Contrary to the general assumption of a shared leader prototype, it demonstrates the existence of different leader prototypes according to political preference. The hypermasculinity construct, which was introduced to interpret leader prototypes in light of Trump’s candidacy and election, represents a valuable addition to the literature with potentially greater explanatory power than masculinity in some situations.

Women in management: A personal retrospective

2009 ◽  
Vol 15 (5) ◽  
pp. 555-561 ◽  
Author(s):  
Leonie Still
Keyword(s):  
Employment Status ◽  
Research Perspective ◽  
Women In Management ◽  
Management Area ◽  
The Status ◽  
Actual Change ◽  
Australian Experience ◽  
The Impact ◽  
Status Of Women ◽  
Occupational Employment

The status of women in employment in general and in management in particular has interested researchers in Australia since the mid-1970s, although interest in women's industrial and occupational employment segregation and pay inequality has an even longer history. However, this overview concentrates on developments in the ‘women in management’ field since the 1970s, primarily because of the concerted and concentrated efforts to raise the employment status of women since that time.The overview also concentrates on the Australian experience, in an attempt to determine if ‘the more things change the more they remain the same’ or if actual change and progress has been made. My credentials for undertaking this retrospective are that I have been researching in the women in management area since the early 1980s and have tracked the main changes, influences and dimensions since that time. Readers who are expecting a critique of the impact of feminism and other ideologies in the area will be disappointed. My research perspective is, and always has been, managerial and organizational. I will thus not be mentioning a whole raft of substantive thinkers and researchers from other perspectives who have contributed to this area over the years. To assist the process of review, I have divided developments into a number of eras to illustrate the progression of both policy and research over the various periods.

The Pransky interview: Dr. Tessa Lau, Founder and CEO of Dusty Robotics

2020 ◽  
Vol 47 (5) ◽  
pp. 643-646
Author(s):  
Joanne Pransky
Keyword(s):  
Computer Science ◽  
Industrial Robot ◽  
Content Type ◽  
Cornell University ◽  
Personal Robots ◽  
The Status ◽  
Business Journal ◽  
Robotic Automation ◽  
Engineering Physics ◽  
Status Of Women

Purpose The purpose of this paper is to provide a “Q&A interview” conducted by Joanne Pransky of Industrial Robot Journal as a method to impart the combined technological, business and personal experience of a prominent, robotic industry PhD-turned successful business leader, regarding the commercialization and challenges of bringing technological inventions to market. The paper aims to discuss these issues. Design/methodology/approach The interviewee is Dr Tessa Lau, an experienced entrepreneur with expertise in AI, machine learning, and robotics, who thrives on the challenges of creating startups. She is currently Founder/CEO at Dusty Robotics, whose mission is to address construction industry productivity by introducing robotic automation on the jobsite. In this interview, Lau discusses her technical and business insights from the startups she built. Findings Dr Lau received her BA and BS from Cornell University in computer science and applied & engineering physics; and an MS and PhD degree in computer science from University of Washington. Prior to co-founding Dusty in April 2018, she was CTO/co-founder at Savioke, where she orchestrated the deployment of 75+ delivery robots into hotels and high-rises. Previously, Lau was a research scientist at Willow Garage, where she developed simple interfaces for personal robots. She also spent 11 years at IBM Research working in business process automation and knowledge capture. Originality/value Dr Lau, known as the Chief Robot Whisperer, is a robot industry disruptor who is passionate about pioneering technology that gives people super-powers. Lau has built two businesses, large, successful venture capital-funded companies. Lau was named 2017 Woman of Influence by The Silicon Valley Business Journal and one of the most creative business people by Fast Company in 2015. Over the years, Lau has served on program committees for various major HCI and AI conferences and on the board for the CRA-W – the committee for the status of women in computing research.

THE STATUS OF WOMEN IN PUBLIC ADMINISTRATION AS A SOCIAL INSTITUTION

2021 ◽  
Vol 4 (2) ◽  
pp. 4-15
Author(s):  
Feruza R. Davronova ◽  
Keyword(s):  
Gender Differences ◽  
Gender Stereotypes ◽  
Social Institution ◽  
Political Activity ◽  
Female Leaders ◽  
The Status ◽  
Personal Qualities ◽  
Index Terms ◽  
Traditional Image ◽  
Status Of Women

This article discusses the socio-political activity of women, provides a comparative analysis of modern and traditional female images. In the course of the current scientific and technological revolution, we see that women are becoming the subject of active reforms. The traditional image of a woman is transformed before our eyes in different shapes and forms, acquiring new traits and features. Gender differences in leadership, sexual socialization, gender stereotypes, personal qualities of male and female leaders, managerial characteristics, and the creation of a socio-psychological image of a modern female leader require research in a number of social sciences. The article examines the reforms carried out in our country and around the world in order to achieve equals their socio-political activity in the management of the state and government, as well as the teachings, scientific and practical guidance of Eastern and Western scientists. Index Terms: governance, politics, political activity, gender equality, gender stereotypes, gender differences, leadership, quotas, personal qualities and characteristics

Women in management: A personal retrospective

2009 ◽  
Vol 15 (5) ◽  
pp. 555-561 ◽  
Author(s):  
Leonie Still
Keyword(s):  
Employment Status ◽  
Research Perspective ◽  
Women In Management ◽  
Management Area ◽  
The Status ◽  
Actual Change ◽  
Australian Experience ◽  
The Impact ◽  
Status Of Women ◽  
Occupational Employment

The status of women in employment in general and in management in particular has interested researchers in Australia since the mid-1970s, although interest in women's industrial and occupational employment segregation and pay inequality has an even longer history. However, this overview concentrates on developments in the ‘women in management’ field since the 1970s, primarily because of the concerted and concentrated efforts to raise the employment status of women since that time.The overview also concentrates on the Australian experience, in an attempt to determine if ‘the more things change the more they remain the same’ or if actual change and progress has been made. My credentials for undertaking this retrospective are that I have been researching in the women in management area since the early 1980s and have tracked the main changes, influences and dimensions since that time. Readers who are expecting a critique of the impact of feminism and other ideologies in the area will be disappointed. My research perspective is, and always has been, managerial and organizational. I will thus not be mentioning a whole raft of substantive thinkers and researchers from other perspectives who have contributed to this area over the years. To assist the process of review, I have divided developments into a number of eras to illustrate the progression of both policy and research over the various periods.

The glass ceiling: what have we learned 20 years on?

2015 ◽  
Vol 2 (4) ◽  
pp. 306-326 ◽  
Author(s):  
Gary N. Powell ◽  
D. Anthony Butterfield
Keyword(s):  
Organizational Effectiveness ◽  
Glass Ceiling ◽  
Design Methodology ◽  
Decision Makers ◽  
Current Status ◽  
Content Type ◽  
Women In Management ◽  
Empirical Field ◽  
Practical Implications ◽  
Status Of Women

Purpose – The purpose of this paper is to consider the current status of women in management and explanations offered for this status in light of a rare empirical field study of the “glass ceiling” phenomenon the authors conducted about 20 years ago. Design/methodology/approach – The authors review the study’s key arguments, unexpected results, and implications for organizational effectiveness (which have been largely ignored). The authors then review what has transpired and what has been learned about the glass ceiling phenomenon since. Findings – The nature of glass ceilings has remained essentially stable over a 20-year period, although further explanations for them have flourished. Research limitations/implications – More scholarly examinations of ways to shatter glass ceilings and thereby enhance organizational effectiveness are recommended. Practical implications – Organizations, human resources directors, and internal decision makers need to adopt practices that foster “debiasing” of decisions about promotions to top management. Social implications – Societies need to encourage organizations to adopt ways to shatter glass ceilings that continue to disadvantage women. Originality/value – A systematic review and analysis of the present-day implications of an early study of the glass ceiling phenomenon has not previously been conducted.

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