Dominance and sex differences in nonverbal responses to differential eye contact

Sixteen male and 16 female subjects were divided into high- and low-dominant groups and assigned to one of two cohorts who either avoided eye contact or maintained a steady gaze. Starting 100 in. apart, subjects were asked to approach the cohort to the point where they felt most comfortable. Dependent measures were personal space, approach rate, reciprocal eye contact, and attitude toward cohort. It was found that high-dominant subjects showed increased proxemic behavior in responding to a direct gaze, while low-dominant subjects showed a decrease. Also men tend to use personal space and approach rate to signal dominance, while women use reciprocal eye contact. Finally, an exception was found to previous findings that positive attitudes are associated with high levels of eye contact. Low-dominant males, but no other groups, respond to direct gaze with a more negative attitude.     

Dominance,sex, and leader emergence

A 3×2×2 incomplete factorial design was employed to test the effects of sex, dominance, and their interaction on leader emergence. The factors included dominance distribution (high/high, high/low, middle/middle), sex (male-female), and dyad composition (mixed sex-same sex). The subjects were all Caucasians and were pretested on the California Psychological Inventory Dominance Scale. The data revealed that dominance was a predictor of leader emergence in same-sex conditions where high-dominant individuals assumed the role of leader in much greater proportions than their low-dominant partners. In mixed-sex dyads, sex appeared to be a more potent predictor with males becoming leaders at levels greater than would be suspected given dominance levels.     

Putting personality in social context: extraversion, emergent leadership, and the availability of rewards

The present research tested relations between extraversion and emergent leadership among men in situations that differed in potential reward availability. Four-person groups of men engaged in a Leaderless Group Discussion (LGD) task and were randomly assigned to be evaluated by an attractive female observer, an attractive male observer, or not be evaluated. Evolutionary theories suggest that impressing a female evaluator in an intrasexually competitive situation should hold greater reward potential for men than impressing either a male evaluator or no evaluator. Accordingly, more extraverted men (who are more sensitive to reward cues) should display more group leadership when being evaluated by a woman than either a man or no one. Self-and peer ratings confirmed that more extraverted men were significantly more likely to emerge as leaders, but only in the female-evaluator condition. The results are discussed in terms of the interplay between personality, situational factors, and evolutionary principles.     

GENDER DIFFERENCES IN LEADER EMERGENCE PERSIST EVEN FOR DOMINANT WOMEN: AN UPDATED CONFIRMATION OF ROLE CONGRUITY THEORY

Role congruity theory predicts that women will be less likely than men to emerge as leaders when expectations for the leader role are incongruent with gender stereotypes. A 2 × 2 × 3 design that crossed the sex of the dominant partner, mixed- and same-sex dyads, and masculine, feminine, and neutral tasks involved 120 dyads of unacquainted college students in which one partner scored higher in dominance. In same-sex partnerships, the dominant member consistently emerged as leader. In mixed-sex dyads, the gender typing of the task did not influence dominant male ascendance but it did affect women's. When the task was masculine-typed or neutral, less dominant men were more likely to emerge as the leader of the dyad, frequently being appointed by the dominant woman herself. Thus, even when women possess the agentic quality of dominance consistent with the leader role, the incongruence between masculinized task demands and gender stereotypes mitigate against women's leadership emergence.     

ACHIEVEMENT STYLES OF WOMEN LEADERS AND THEIR PEERS: Toward an Understanding of Women and Leadership

Women's achievement was examined by studying the achievement styles and leadership outcomes of women college leaders as compared with those of a control sample of undergraduate men and women (Study 1) and with those of men college leaders (Study 2). Women leaders scored significantly higher than control women on six of nine achievement styles, scored higher than control men on three of nine, and derived satisfaction from a greater number of achievement sources than did women or men controls. Women leaders perceived more support from their institutions and attached more importance to contributing to their community and becoming an authority in their field than did men or women controls. Achievement style was related to leadership role, with endorsement of six styles correlated with attaining leadership. Achievement profiles of women leaders were replicated in Study 2. Men and women college leaders showed similar profiles on eight of nine achievement styles. However, women leaders were significantly less likely to derive satisfaction from competitive achievement than were men leaders.     

Semantic activation of noun concepts in context

A modified Stoop procedure was used to examine the role that context plays in guiding semantic access of unambiguous nouns in sentence contexts. The sentences either emphasized a high- or a low-dominant property of a noun that was the last word in the sentence or were control sentences. Each sentence was followed by the relevant high- or low-dominant property either immediately or after a 300-or 600-ms delay. There was significant color-naming interference (relative to control) for high-dominant properties regardless of biasing context in the immediate and delayed conditions. There was also significant color-naming interference for low-dominant properties in the immediate condition regardless of context. However, in the delayed conditions, the low-dominant properties led to color-naming interference only when preceded by sentence contexts biasing interpretation toward the low-dominant property. It was concluded that high-dominant properties function as core, or invariant, aspects of meaning and that initial semantic access is context independent.     

Leadership perceptions,gender, and dominant personality: The role of normality evaluations

Individuals with dominant personality tend to be perceived as leaders, but theory suggests the dominance advantage for leadership might depend upon gender. Role congruity theory (Eagly & Karau, 2002) holds that gender role-incongruence (i.e., dominant personality traits among women) can be a liability, which we propose produces a dominance-gender interaction effect on leadership perceptions. We extend this theory by proposing and testing a novel conceptual mediator of the role congruity effect—perceived normality. Results show dominance predicts perceived transformational leadership, but only for men. This role congruity interaction effect is then explained by perceived normality (mediated moderation). The conditional indirect effect of dominance on leadership through perceived normality is positive for men, but negative for women—consistent with role congruity theory.     

Priming and property dominance effects in semantic memory

Retrieval from semantic memory was examined by means of reaction times to property statements (e.g., sparrow has beak). The variables of interest were normatively defined property dominance (frequency), type of priming between related sentences (sparrow-sparrow vs. sparrow-robin), and separation or lag between related sentences. Statements asserting a high-dominant property (1) were verified more quickly than those containing low-dominant properties, (2) were primed by a preceding related sentence of either high or low dominance, and (3) revealed decay of priming from Lag 1 to 4. The differences between priming with and without stimulus repetition were nonsignificant when stimuli were treated as a random effect. In support of the Collins and Quillian (1972) model of semantic memory, the priming and property dominance factors interacted.     

Transformational,transactional, and laissez-faire leadership styles: a meta-analysis comparing women and men

A meta-analysis of 45 studies of transformational, transactional, and laissez-faire leadership styles found that female leaders were more transformational than male leaders and also engaged in more of the contingent reward behaviors that are a component of transactional leadership. Male leaders were generally more likely to manifest the other aspects of transactional leadership (active and passive management by exception) and laissez-faire leadership. Although these differences between male and female leaders were small, the implications of these findings are encouraging for female leadership because other research has established that all of the aspects of leadership style on which women exceeded men relate positively to leaders' effectiveness whereas all of the aspects on which men exceeded women have negative or null relations to effectiveness.     

Styles of Leadership

This paper will examine not leadership per se but the issue of what kinds of leaders emerge in what kinds of groups. It will focus on women—the kinds of women leaders that emerge, the styles of leadership utilized by women in contrast to those utilized by men, and the effects these kinds of leadership have on group behavior.     

Emergent leadership as a function of sex and task type

Emergent leadership was examined in relation to sex and task type; 120 subjects participated in four-person mixed-sex groups. Three task conditions (masculine, neutral, and feminine gender orientations) were tested with 10 groups in each condition. It was predicted and found that more men than women would emerge as leaders in the masculine and neutral task conditions, while more women would assume the leadership role in the feminine task condition. The effects of the gender orientation of a task are discussed. It is suggested that expertise with a task may explain the task type effect found.This study is based on the senior author's master's thesis, conducted at Wayne State University under the direction of the second author.     

FEMALE LEADERSHIP ADVANTAGE AND DISADVANTAGE: RESOLVING THE CONTRADICTIONS

In the United States, women are increasingly praised for having excellent skills for leadership and, in fact, women, more than men, manifest leadership styles associated with effective performance as leaders. Nevertheless, more people prefer male than female bosses, and it is more difficult for women than men to become leaders and to succeed in male-dominated leadership roles. This mix of apparent advantage and disadvantage that women leaders experience reflects the considerable progress toward gender equality that has taken place in both attitudes and behavior, coupled with the lack of complete attainment of this goal.     

The communality-bonus effect for male transformational leaders – leadership style,gender, and promotability

Women have made considerable inroads into the workforce but remain underrepresented in leadership positions. Even though studies show that men and women hardly differ in their leadership behaviours, we argue that male and female leaders are evaluated differentially contingent on the gender-congruence of their leadership style. Drawing arguments from expectancy violation theory, we investigate evaluations of men and women who show transformational leadership (a style consisting of communal behaviours in line with stereotypes about women) and autocratic leadership (a style consisting of agentic behaviours in line with stereotypes about men). We employed a three-study research design combining two experimental studies and a two-wave field study with business leaders (overall N = 344). Overall transformational leadership resulted in higher evaluations of promotability due to higher perceptions of leaders’ communality and leadership effectiveness. Importantly, these effects were stronger for men, and men showing transformational leadership were evaluated to be more promotable than women. This implies a communality-bonus effect for male transformational leaders. There was no difference in promotability evaluations for women versus men showing autocratic leadership. This effect was mediated by agency and effectiveness perceptions for women but not for men. Implications are discussed.     

Leader emergence: the case of the narcissistic leader

These studies investigate whether individuals with high narcissism scores would be more likely to emerge as leaders during leaderless group discussions. The authors hypothesized that narcissists would emerge as group leaders. In three studies, participants completed personality questionnaires and engaged in four-person leaderless group discussions. Results from all three studies reveal a link between narcissism and leader emergence. Studies 1 and 2 further reveal that the power dimension of narcissism predicted reported leader emergence while controlling for sex, self-esteem, and the Big Five personality traits. Study 3 demonstrates an association between narcissism and expert ratings of leader emergence in a group of executives. The implications of the propensity of narcissists to emerge as leaders are discussed.     

Gender and leadership emergence: A meta‐analysis and explanatory model

Research has shown that men tend to emerge as leaders more frequently than women. However, societal role expectations for both women and leaders have changed in the decades since the last empirical review of the gender gap in leader emergence (Eagly & Karau, 1991). We leverage meta‐analytic evidence to demonstrate that the gender gap has decreased over time, but a contemporary gap remains. To understand why this gap in leader emergence occurs, we draw on social role theory to develop a Gender‐Agency/Communion‐Participation (GAP) Model—an integrative theoretical model that includes both trait and behavioral mechanisms. Specifically, we examine a sequence of effects: from gender to agentic and communal personality traits, from these traits to behavioral participation in group activities, and ultimately from participation to leader emergence. The model is tested using original meta‐analyses of the personality and behavioral mechanisms (coding 1,632 effect sizes total). Gender differences in leadership emergence are predominately explained by agentic traits (positive) and communal traits (negative), both directly and through the mechanism of participation in group discussions. In addition, several paths in the theoretical model are moderated by situational contingencies. Our study enhances knowledge of the mechanisms and boundary conditions underlying the gender gap in leader emergence.     

WOMEN, LEADERSHIP, AND EMPOWERMENT

This paper is a review of leadership research, focusing primarily on women as leaders. The more recent perspective of studying leaders by examining followers is included; but research is sparse as to how leaders are perceived as empowering by their subordinates. A study in progress, conducted by Denmark, Nielson, and Scholl, indicates that stereotypes were more typically held by women against female leaders. However, a leader's ability to be empowering varies with status. The higher the status, the more empowering that individual is perceived, whether female or male. Yet, more men than women held higher status positions. More women are needed in high-level positions to better assess leadership and empowerment.     

Another Test of Gender Differences in Assignments to Precarious Leadership Positions: Examining the Moderating Role of Ambivalent Sexism

Women face significant hurdles in the attainment of leadership positions. When they do attain them such positions tend to be riskier than those attained by men, a form of bias called glass cliff. This study investigates ambivalent sexism as an individual difference that influences the occurrence of glass cliff. Little research examines individual differences contributing to glass cliff. It is proposed that individuals with high hostile and benevolent sexism are more likely to perceive women to be suitable for leadership of a poorly‐performing organization and men to be suitable for leadership of a well‐performing organization. The sample of our experimental study consisted of 378 students who rated either a female or a male candidate under a poor or good performance condition. We tested our hypotheses using a moderated regression analysis. Both components of sexism impacted how individuals evaluated male and female leaders under different organizational performance conditions. Hostile sexism was the dimension that led to glass cliff. Benevolent sexism had an unexpected effect on leadership choice. The differences between the two types of sexism and the different role each type plays in preference for masculine and feminine leadership are discussed. Leader gender and perceiver's sexist attitudes influence evaluations for leadership positions.     

A model of career success: A longitudinal study of emergency physicians

Objective and subjective career success were hypothesized to mediate the relationships between sociodemographic variables, human capital indices, individual difference variables, and organizational sponsorship as inputs and a retirement decision and intentions to leave either the specialty of emergency medicine (EM) or medicine as output variables. Objective career success operationalized as the number of leadership positions held did not mediate the relationship, but income change and career satisfaction mediated the relationship between the hours worked and years employed in emergency medicine. Work centrality was significantly related to subjective career success more so for men than women and perceptions of success or self-efficacy were positively related to subjective career success for women, but not for men. The expected pattern of women indicating more difficulties with personal time and family time did not emerge; but women did indicate less perceived support from the organization, fewer EM leadership positions, less perceived control over their work situation and less organizational support than did men.     

“My big sister the town supervisor”: Family leadership training is not just for boys

This study investigates gender similarity in the effects of birth order upon political leadership. Town supervisors were the leaders studied as there are a considerable number of women who attain this level of leadership. Questionnaires about birth order and family size were gained from 66 women who were town supervisors in New York State in 1992, and compared to a randomly selected sample of 57 male town supervisors. It was found that women as well as men town supervisors were more likely to have been first born in their families. However, whereas gender does not apparently influence the relevance of birth order for leadership, it clearly does exert an influence on the level of political leadership attained. Women town supervisors gained their positions in towns that were considerably smaller than the towns led by the male supervisors. Discussion concerned the nature of family experiences that contribute to leadership training, including those that may be different for girls and boys. Further research is needed to clarify barriers to female assertion of political leadership at more senior levels, because as this study shows, female leadership is being trained in families.