Stereotypes of Older Adults, Older Men, and Male Leaders Predict Expectations, Stance, and Voting Intentions

The 2020 U.S. Presidential Election offered a unique opportunity to examine how stereotypes of older adults, older men, and male leaders impact expectations of candidate job performance and intentions to vote for Biden or Trump. This online study involved 500 college students from two universities from September 30th until November 3 (Election Day). A Biden and Trump model were tested for the relationships among (a) stereotypes from public discourse with (b) expectations of candidates/ presidential performance with (c) voting stance (pro- and anti-Biden vs pro- and anti-Trump) and (d) intentions to vote for Biden/Trump. As expected, for the Biden model, endorsement of older adult (lesser endorsement of senile, unhealthy), male leadership (greater endorsement of assertive and collaborative, lesser endorsement of uncaring), and older male stereotypes (greater endorsement of elder statesman and family-focused) predicted greater expectations of Biden’s performance, which predicted pro-Biden and anti-Trump stances and ultimately voting intentions for Biden. As expected, for the Trump model, endorsement of older adult (lesser endorsement of senile), male leadership (greater endorsement of assertive, collaborative, lesser endorsement of immoral and uncaring), and older male stereotypes (greater endorsement of elder statesman) predicted greater expectations of Trump’s performance, which predicted pro-Trump and anti-Biden stances and ultimately voting intentions for Trump. Taken together, these results suggest examining relevant categories of stereotypes associated with candidates and voting stances provides a fuller picture of voting behavior toward multiple candidates vying for office in addition to political ideology and voting intentions.

Women's leadership in traditional villages in Samoa: The cultural, social, and religious challenges

<p>Samoan legends and myths document that matriarchal leadership existed prior to colonisation and Christianity. This was evident in the administration of Queen Salamasina, the first official tafa’ifā (holder of four paramount chiefly titles) in the history of the country. However, the era of matriarchs began to erode and was completely worn away with the introduction of male leadership, firstly, and most severely, by Christian missionaries in 1830, and later by colonial powers after World War 2. Leadership positions in families, churches, local government, national government, and most cultural, religious, and modern organisations have been predominantly held by males. Aspiring women leaders strive to gain leadership positions, but are faced with a variety of restrictions. Therefore, a search for gender equality in participation and representation in traditional village judiciaries (local government) warrants this study. This study focussed on exploring the challenges that impede Samoan women from leadership positions in local government (pulega o nu’u). This qualitative study employed multiple methods for data collection consisting of interviews, observations, and document analysis. Interviews and observations were facilitated by the talanoa research framework, an indigenous research method effective for indigenous people conversing in their own vernacular, in this case, in the Samoan language. The data collected from interviews and observations was analysed by thematic analysis where major themes were constructed from consistent patterns emerging from coding, recoding, and interpreting data. Participants were selected through a purposeful sampling technique to yield in-depth information for the study. The study found that barriers limiting women’s opportunities for leadership positions in traditional villages in Samoa are based on cultural values, religious beliefs, and social assumptions. Cultural values are most influential in people’s perception of a leader, as male leadership is entrenched as the true cultural norm. Religious beliefs that emphasise the importance of the father as the leader and the head of the family reinforce cultural restrictions on women accessing leadership positions. Social assumptions that associate women’s work with household tasks further curb women’s leadership aspirations. The participants in this study believed their rights to leadership were disrupted by the structure of the local government, as leadership for them has been restricted to the confinement of the women’s committees. Women cannot participate fully in village councils (fono a le nu’u) because they neither hold matai titles nor recognised by male leaders. In addition to not gaining full participation in village councils, women without matai titles were excluded from standing for parliament. This study sets the platform to generate further dialogue about the exclusion of women from positions of authority in local government, as well as addressing general gender inequality issues. This study also makes a valuable contribution to feminist thinking, promotes the field of women’s leadership, and makes an important contribution to the Pacific cultural leadership, specifically.</p>

Women's leadership in traditional villages in Samoa: The cultural, social, and religious challenges

<p>Samoan legends and myths document that matriarchal leadership existed prior to colonisation and Christianity. This was evident in the administration of Queen Salamasina, the first official tafa’ifā (holder of four paramount chiefly titles) in the history of the country. However, the era of matriarchs began to erode and was completely worn away with the introduction of male leadership, firstly, and most severely, by Christian missionaries in 1830, and later by colonial powers after World War 2. Leadership positions in families, churches, local government, national government, and most cultural, religious, and modern organisations have been predominantly held by males. Aspiring women leaders strive to gain leadership positions, but are faced with a variety of restrictions. Therefore, a search for gender equality in participation and representation in traditional village judiciaries (local government) warrants this study. This study focussed on exploring the challenges that impede Samoan women from leadership positions in local government (pulega o nu’u). This qualitative study employed multiple methods for data collection consisting of interviews, observations, and document analysis. Interviews and observations were facilitated by the talanoa research framework, an indigenous research method effective for indigenous people conversing in their own vernacular, in this case, in the Samoan language. The data collected from interviews and observations was analysed by thematic analysis where major themes were constructed from consistent patterns emerging from coding, recoding, and interpreting data. Participants were selected through a purposeful sampling technique to yield in-depth information for the study. The study found that barriers limiting women’s opportunities for leadership positions in traditional villages in Samoa are based on cultural values, religious beliefs, and social assumptions. Cultural values are most influential in people’s perception of a leader, as male leadership is entrenched as the true cultural norm. Religious beliefs that emphasise the importance of the father as the leader and the head of the family reinforce cultural restrictions on women accessing leadership positions. Social assumptions that associate women’s work with household tasks further curb women’s leadership aspirations. The participants in this study believed their rights to leadership were disrupted by the structure of the local government, as leadership for them has been restricted to the confinement of the women’s committees. Women cannot participate fully in village councils (fono a le nu’u) because they neither hold matai titles nor recognised by male leaders. In addition to not gaining full participation in village councils, women without matai titles were excluded from standing for parliament. This study sets the platform to generate further dialogue about the exclusion of women from positions of authority in local government, as well as addressing general gender inequality issues. This study also makes a valuable contribution to feminist thinking, promotes the field of women’s leadership, and makes an important contribution to the Pacific cultural leadership, specifically.</p>

On Black Male Leadership: A Study of Leadership Efficacy, Servant Leadership, and Engagement Mediated by Microaggressions

The Problem Dr. Martin Luther King Jr, and other Black men (and women) successfully used servant leadership to advance U.S. civil rights. Yet, the value of these leadership practices among Black men in contemporary workplaces is not known. The decision to lead may be based upon one’s leadership self-efficacy and influenced by community and as Black men prioritize social justice and developing others, they may be servant leaders. While engaged, the role of microaggression on engagement has not been studied. Thus, research is needed on Black male leadership. The Solution This study examined whether Black men possess the antecedent of leadership efficacy, demonstrate servant leadership, experience the outcome of engagement, and microaggressions, whether microaggressions mediated and decreased their engagement, and did socio-identities function as a moderator. Using cross-sectional survey methodology, a confirmatory factor analysis and a causal model was conducted along with a post hoc ANOVA. Black men leaders were about a third of the sample ( n = 364). The structural equation modeling revealed the significant findings that leadership efficacy predicted servant leadership, servant leadership predicted engagement, and, microaggressions partially mediated engagement. Socio-identities did moderate leadership efficacy, engagement, and microaggressions but not servant leadership and the overall measurement model. The Stakeholders This study benefits HRD and other scholars and practitioners who study leadership including those with intersecting identities—African American men.

Gender disparity in leadership boosts affective commitment and tacit knowledge sharing about libraries

Purpose This study aims to use an authentic leadership style to explore that whether male or female leadership of private academic institutions highly influences affective organizational commitment and tacit knowledge sharing among the library teachers. Additionally, this study encompasses the trust of library teachers and justifies whether the trust under male or female leadership highly moderates the effect on tacit knowledge sharing. Design/methodology/approach By using structural equation modeling, this study tests two leadership models (e.g. male and female leadership models). Using a convenient sampling approach, the researcher collects data from library teachers of private academic institutions in district Sheikhupura, Pakistan through face-to-face interaction. The study administered 650 survey questionnaires among the library teachers; however, 403 questionnaires were answered validly and reliably. The response rate was 62%. Findings The study found the direct and indirect effect of authentic leadership on affective organizational commitment and tacit knowledge sharing however, male authentic leadership influence on affective organizational commitment and tacit knowledge sharing was quite higher than female authentic leadership. Resultantly, the library teachers were more committed to sharing tacit knowledge under male leadership than female. Nevertheless, the moderating role of trust was found in female leadership but not in male leadership. Simply, the library teachers under male leadership were hesitant to trust others, so the chain of sharing hidden ideas and image of libraries was not found in male leadership. Practical implications Private academic institutions need authentic leaders to shape the knowledge economy of libraries and the structure of the academic institutions. For this reason, this study provides practical implications for managers that male leadership should be hired in academic institutions because it has a higher influence on librarians’ commitment and tacit knowledge sharing among peers as compare to female leadership. Originality/value To the best of the authors’ knowledge, this was the first study that differentiates the capabilities and skills of male and female authentic leadership in private academic institutions. Further, it suggests hiring male leaders in these institutions.

Election Reform and Women’s Representation: Ranked Choice Voting in the U.S.

Ranked choice voting first gained a foothold in the U.S. during the Progressive Movement in the 20th century as calls for electoral reforms grew. Ranked choice voting was implemented in many cities across the U.S. in both single- and multi-seat districts. But, by the 1940s it became a victim of its own success, turning the tides of the hegemonic white male leadership in U.S. legislative bodies with the election of women. Since the 1990s, ranked choice voting has once again gained traction in the U.S., this time with the focus on implementing single seat ranked choice voting. This article will build on the existing literature by filling in the gaps on how ranked choice voting—in both forms—has impacted women’s representation both historically and in currently elected bodies in the U.S.

PRESIDEN PEREMPUAN: STUDI ATAS PANDANGAN KIYAI HUSEIN MUHAAMMAD

This article addresses the issue of a female president according to K.H. Husein Muhammad. This figure is used as a reference material, first, because of his high attention to gender issues. Second, women's leadership in Indonesia is a discourse and vehicle that develops dialectically and is very interesting to be used as a reference material, especially since Indonesia is the largest Muslim country in the world where gender issues are still in the "debateble" category. This article is a literature review using the inductive methodology, by compiling the works of the figures studied to draw conclusions related to the issues discussed. From this article conclusions are drawn; 1) Analysis in terms of women's leadership Kiyai Husein allowed it because the verse that spoke about male leadership was born from patriarchal culture. 2) While the traditions that talk about women's leadership are traditions that have asbabun nuzul about the leadership of women who are disputed / arbitrary and the traditions must be understood in terms of al ibrah bi specialization sabab la bi'umumil lafzhi and that hadith is not in the context of legal legitimacy but just a notification.

Gender, Sense of Power, and Desire to Lead: Why Women Don’t “Lean In” to Apply to Leadership Groups That Are Majority-Male

We investigated why women may have lower desires and intentions to apply to become a member of a leadership group (i.e., committee) than men when the majority of its members are men. In four studies, we examined the interaction between gender and gender composition of the leadership group on leader candidates’ sense of power, desire to lead, and intentions to apply to become a member of a leadership group. Informed by research on gender, perceived power, and the model of goal-directed behavior, we found that women, compared to men, expected lower sense of power when considering applying to a majority-male (vs. gender-balanced) online leadership committee (Study 1A, N = 294; Study 1B, N = 278). This pattern observed for women in majority-male leadership committees was not, however, evident for men in majority female leadership committees (Study 2, N = 560). Furthermore, women’s lower sense of power explained why they expressed lower desires to lead and intentions to apply for a majority-male leadership committee compared to men. Finally, we found that increasing women’s sense of power increased their desires and intentions to lead in a majority-male committee (Study 3, N = 460). We contribute to understanding why there still exists a discrepancy in the number of men versus women in leadership groups despite ongoing efforts to reduce it. We hope readers will apply these findings by identifying ways to increase women leader candidates’ sense of power in order to increase women’s representation on leadership committees and groups (e.g., boards). Online slides for instructors who want to use this article for teaching are available on PWQ's website at http://journals.sagepub.com/doi/suppl/10.1177/0361684320939065