Negotiation Power and the Impact of Gender Differences

This study focuses on the intersection of power and gender in negotiations, which is seldom challenged in previous research. In an experiment with 72 negotiators, we consider issue authority as a proxy of power in negotiations and investigate how different power allocations affect the negotiation success. We learn that an increase in issue authority for one of the two parties does not necessarily lead to an increase in success. Especially, female negotiators rely on their negotiation power, rather than systematically improving mutual utilities. This article contributes to Emerson’s power-dependence theory, social role theory, role congruity theory, and gender role conflict theory by combining analyzing the impact of gender differences and power on the success. This study attempts to close the gap in the literature by focusing on the prospective function of gender role orientation in explaining gender differences in negotiation. The theoretical contribution is that females are not per se inferior in negotiations, but their performance decreases in scenarios of power asymmetries. On the contrary, unbalanced power decreases the likelihood of success. Negotiators cannot rely on a power advantage to increase their success.

Biased perceptions against female scientists affect intentions to get vaccinated for COVID-19

Based on role congruity theory, we investigated how gender bias may influence public attitudes toward the vaccine in Turkey. Using a between-subjects design, we tested whether an emphasis on the female versus the male scientist as the vaccine’s inventor in a news story influenced attitudes about the BioNTech vaccine and vaccination intentions. Partly confirming role congruity theory, three-way interaction results from 665 participants demonstrated that among male participants with a stronger belief in traditional gender roles (compared to males with lower belief), the presence of the female inventor, either by herself or together with the male inventor, decreased the perceived efficacy and safety of the vaccine and reduced intentions to be vaccinated by the BioNTech vaccine. We did not observe such differences for women. These findings highlight how gender bias may influence individuals’ information processing and decision making in a way that may have negative consequences for public health.

Gender stereotypes in equity crowdfunding: the effect of gender bias on the interpretation of quality signals

Equity crowdfunding has the potential to democratize entrepreneurial finance and provide female entrepreneurs with new and equal access to early-stage financing. In this paper, we present first empirical evidence on gender stereotypes in the context of technology ventures in equity crowdfunding. Drawing on signaling and gender role congruity theory, we hypothesize that quality signals have different effects depending on whether they are sent by male or female entrepreneurs. Results taken from a sample of 263 equity crowdfunding campaigns run by technology ventures confirm our hypotheses. In line with gender stereotypes, management experience is beneficial for male entrepreneurs but detrimental for female entrepreneurs. Interestingly, media coverage as a third-party signal has the oppositive effect, being more effective for female entrepreneurs.

Gender, Race, and Leadership

Leaders exist in myriad types of groups. Yet in many of them—including in organizational, political, and educational domains—leadership roles are disproportionately occupied by individuals of certain social categories (e.g., men, white individuals). Speaking to this imbalance in representation, there is a wealth of theory and research indicating that gender and race are key to understanding: (a) who tends to get placed in leadership roles, and (b) what an individual’s experience will be like while in that role or on the path to it. In part, this is because there are commonly held stereotypes that make certain individuals—often those of socially dominant racial and gender groups—seem better suited for leadership. By comparison, individuals of other genders and races are often perceived and evaluated as less suitable and treated as such (e.g., deprived of opportunities to become leaders or develop leadership skills). These stereotypes can also elicit disparate internal states (e.g., stereotype threat, internalized negative self-perceptions) that affect individuals’ likelihood of pursuing or obtaining such roles (e.g., by affecting their motivation or performance). In this way, leadership dynamics are intimately connected to the study of gender and race. Overall, these dynamics involve several psychological processes. This includes myriad forms of gender and racial bias—discrimination in evaluations, pay, hiring, promotions, and in access to role models, mentorship, and support; backlash effects, queen bee effects (self-group distancing), glass cliff effects, motherhood penalties, and fatherhood bonuses. It also involves multiple lines of theorizing—role congruity theory, lack of fit, masculine defaults and ambient belonging, modern sexism, aversive racism, social identity threat, and others. Looking ahead, there are several critical directions for advancing research on gender, race, and leadership. This includes examining leadership processes from a more precise, intersectional lens rather than studying the implications of one’s gender or race in isolation (e.g., by integrating work on intersectionality theory, gendered races, and intersectional invisibility). Future study of these processes will also need to consider other relevant social identities (e.g., reflecting class, religion, age, sexuality, ability and neurodiversity, nationality, and immigration status), along with a more thorough consideration of gender—going beyond the study of (cisgender) men and women to consider how transgender and gender-nonconforming individuals are perceived and treated in leadership roles or on the path to such roles. Additionally, and ultimately, it will be critical to develop effective strategies for addressing the underrepresentation of women, racial and ethnic minorities, and other social groups in leadership. In part this will mean carefully evaluating strategies now being employed (e.g., organizational diversity messages, quotas and affirmative action, mentorship programs)—including those that may be largely ineffective, if not causing harm (e.g., implicit bias training, campaigning for women to “lean in”). Addressing the lack of diversity in leadership will be a crucial step toward tackling broader issues of social inequity.

MODEL KONSEPTUAL KEPEMIMPINAN, GENDER, DAN DIVERSITAS

This paper presents a conceptual model on leadership, gender, and diversity toward decision making with using role congruity theory. This paper also explore generally whether and why gender may matter for leadership and evaluate views on a feminine/masculine in effectiveness leadership. Recently, considerations of gender and diversity have predominantly focused on differences and similarities between female and male leaders that results from the difference between stereotypes and leadership stereotype. These difference exist worldwide and globalization of management brings to the need to examine this stereotype phenomenon in cross cultural area.

A Configurational Exploration of How Female and Male CEOs Influence Their Compensation

The issues of excessive CEO compensation and gender pay gaps garner much attention from management scholars and the general public. In this study, we integrate these topics and explore the complex interdependent nature of how CEOs influence directors’ evaluative perceptions about appropriate levels of CEO compensation and whether female and male CEOs do so in different ways. Drawing from role congruity theory and previous research on executive compensation, we use a configurational approach to identify how CEOs achieve high levels of compensation through different combinations of influence arising from their power, origin, tenure, similarities with evaluators, and organizational conditions. Using fuzzy set qualitative comparative analysis with a matched pair sample of female and male CEOs from 2010 to 2016, we find there are multiple configurations of influence conditions by which female and male CEOs achieve high compensation. Our inductive analysis, unpacking how these configurations differ between female and male CEOs, shows four distinct influence mechanisms: leveraging power and role empathy, trailblazer responsibility, leveraging power and similarity, and leveraging role empathy. These mechanisms highlight the ways influence conditions complement or mutually reinforce one another in different ways for female and male CEOs. Implications for theory and research about the unique challenges female executives face in achieving equitable treatment in the workplace are also discussed.

Venturing for Others, Subject to Role Expectations? A Role Congruity Theory Approach to Social Venture Crowd Funding

Scant attention has been paid to the differences in fundraising for social versus commercial ventures. We adopt a role congruity theory perspective to argue that because women and people of color are more congruent with role expectations attributed to social entrepreneurs, they experience better fundraising performance when raising crowdfunded capital for social ventures compared to commercial ventures. We then argue entrepreneur race heightens fundraising differences for men and women. Results indicate women experience better funding performance when funding a social versus commercial venture—an effect that is larger for women of color. Men of color experience worse performance when funding a social venture. We find no differences for White men.

Workers’ Observation of Uncivil Leadership: Is Tolerance for Workplace Incivility a Gendered Issue?

In the context of organizational psychology, this study aimed to examine workers’ gender biases in tolerance when observing leaders’ incivility in the workplace. Based on role congruity theory, this paper proposes analyzing the gender differences in workers’ evaluations of awareness and tolerance of workplace incivility considering the gender of a leader who commits different incivility behaviors against an employee. Moreover, we posit that the type of incivility is also gendered. A sample of 547 workers (male and female) randomly played the roles of observers whereby they rated a scenario describing a leader (male or female) who publicly humiliates and openly doubts an employee’s judgment (overt incivility—agentic), or leaves out and pays little attention (covert incivility—communal) to an employee. The results indicate that male workers tolerated incivility less when role incongruence occurred, such as when male leaders used covert incivility. In contrast, female workers were consistently less tolerant when role congruence occurred with the leader’s gender, such as when male leaders were overtly uncivil. Furthermore, compared to males, female workers were more aware and less tolerant of incivility when a female leader was overtly or covertly uncivil. This paper provides empirical insights and fulfills an identified need to study how gender bias in workplace incivility can be enabled in organizations. The implications for practice can drive the development of prevention strategies within the field of management and human resources.

Women Hold Up Half the Sky? Informal Institutions, Entrepreneurial Decisions, and Gender Gap in Venture Performance

Studies that apply gender role congruity theory (GRCT) have focused on resource providers’ biased evaluations and women entrepreneurs’ internalization of gender stereotypes as primary mechanisms explaining the gender gap in venture performance. We provide an institutional foundation for GRCT and argue that informal political–cultural institutions—namely, government interference in market-based competition and cultural beliefs regarding gender inequality—differentially shape male versus female entrepreneurs’ venture performance through their influences on entrepreneurs’ industry selection and participation in after-work social activities. Our study of 7,626 Chinese entrepreneurial firms provides strong support for our arguments and contributes to women’s entrepreneurship theory and practice.

How traditional gender roles hurt both women and men: negative processes and outcomes in mixed-gender negotiations

Purpose Based on the social role theory, role congruity theory and gender role conflict theory, this paper aims to investigate the mediating role of “relationship conflict” in the association between traditional gender role (TGR) endorsement and objective and subjective negotiation outcomes. Design/methodology/approach Two experimental negotiation studies (n1 = 138, n2 = 128) were conducted at a US university. Findings This paper presents three original and noteworthy findings: One, in mixed-gender negotiations, as a dyad’s TGR endorsement increases, final agreements become significantly more likely to favor men than women. Two, in mixed-gender negotiations, TGR endorsement is significantly associated with a decreased ability to establish a pleasant, mutually satisfactory and successful business relationship, resulting in a possible future economic cost due to lost opportunity. Three, the heightened relationship conflict during the negotiation mediates the negative association between TGR endorsement and women’s economic outcomes. Research limitations/implications Empirical findings support social role theory, role congruity theory and gender role conflict theory. The use of a distributive negotiation case and laboratory research methodology may limit the generalizability of findings. Practical implications Findings about the detrimental effects of TGR in mixed-gender negotiations magnify the importance of becoming aware of our TGR orientations and their potential negative consequences on our long-term collaborations. Also, it is necessary to provide negotiation trainings to both genders with regard to gender-driven conflicts and offer tools to prevent or tackle such conflicts. Social implications Negotiations are among the most consequential of social interactions as their results have a substantial impact on individuals’ careers and financial outcomes. Understanding the effect of TGRs is paramount to improve female representation, participation and effectiveness in management and leadership. Mixed-gender negotiations such as collective equality bargaining, workplace social interactions, work-life balance discourse are critical to establishing gender equality and fairness in organizations and societies. Originality/value Understanding how gender influences negotiation processes and outcomes and using the findings to improve both genders’ negotiation success are crucial to establishing fairness and equity in society and business. This research attempts to close a gap in the literature by focusing on the potential function of gender role orientation in explaining gender differences in negotiation.