Emergent Leadership and Female Sex Role Identity

The effects of female sex role identity on self- and rater evaluations of emergent leadership behavior were compared in two studies. We used the same consensus-seeking procedure in both studies to collect the data; only the biological sex composition of the groups in the second study was changed. Study 1 examined 15 mixed-sex groups of 39 female and 21 male students; Study 2 contained 96 female students in 22 same-sex groups. Sex role orientation was measured with the Bern Sex Role Inventory (BSRI: Bem, 1974). Androgynous and feminine-oriented self-ratings of leadership were significantly higher than peer ratings and were also significantly higher than the undifferentiated self-ratings. The self-ratings of masculine-oriented women agreed most closely with peer ratings. Contrary to research and theory, peer evaluation of leadership behavior by sex role orientation did not differ.     

Female Fertility and Male Mating: Women's Ovulatory Cues Influence Men's Physiology,Cognition, and Behavior

Evolutionary theories of mating suggest that shifting fertility levels during a woman's menstrual cycle play an important role in the formation and maintenance of romantic relationships. In this article, we review a burgeoning literature that has applied this framework to the investigation of male adaptations to female fertility. The studies reviewed here illuminate the ways in which men evolved to overcome the challenge of finding and attracting mates with peak levels of fertility. In particular, we review research that highlights the types of cues men may use to detect heightened fertility as well as the types of mating processes men display when encountering those cues. We discuss important avenues for future research on this topic as well as implications for psychological theories of romantic attraction.     

Legitimizing the Leader: Endorsement by Male Versus Female Authority Figures

Subjects viewed a videotaped group discussion by a leader and four other group members and evaluated each of them for leadership competence. The leader, either a man or a woman, was either personally endorsed ("legitimized") or unendorsed by either a male or a female authority figure. Legitimation raised both leaders' performance evaluations. Legitimation by the female authority affected the leaders' evaluations, overall, as much as legitimation by a male authority. For the male leader, legitimation by the male and female authority figures produced equal impact. However, legitimation by the female authority figure produced significantly greater impact on evaluations of the female leader's performance than the same legitimation by a male authority figure. The data suggest that female authority figures can be effective legitimizers of both sexes, but male authority's endorsements of a female subordinate may be viewed as suspect.     

Gender Differences in Leadership Styles as a Function of Leader and Subordinates' Sex and Type of Organization

The main purpose of this study is to investigate gender differences in leadership styles and in organizational outcome variables, together with the influence of organizational/contextual variables on leadership styles in female and male participants in Spain. The sample comprised 226 participants (35 leaders and 191 subordinates) belonging to 35 work teams. The general findings show that only 2 of the 10 tested leadership styles are different for female and male leaders. Specifically, subordinates rate female leaders as more autocratic and negotiating than men, and this evaluation varies according to the subordinates' sex. We also found that some differences in the rating of female and male leaders depend on whether the organization is stereotypically feminine or masculine.     

Sex as a Status Variable in Work Settings: Female and Male Reports of Dominance Behavior

This study shows that sex is an important status variable in occupational settings. The basic hypothesis that males, because of a status prerogative, would be more likely than females to use nonverbal and verbal dominance behaviors, including intimate gestures, toward their opposite sex co-workers was confirmed. Subjects (88 female and 69 male samples from two institutions of higher learning) reported dominance behaviors (a) toward opposite sex co-workers; (b) from opposite sex co-workers; (c) toward opposite sex superiors; and (d) from opposite sex superiors. Analysis of the sexual dominance items revealed that sexual intimacy is expressable along the same continuum as traditional dominance gestures. The hypothesis that sex competes with other status variables was supported. If the sexual dominance patterns explored in this study prove widespread, institutions may wish to provide programs aimed at raising employee awareness of these interactions.     

Ch-Ch-Ch-changes: How Action Phase Functional Leadership,Team Human Capital,and Interim vs. Permanent Leader Status Impact Post-transition Team Performance

This study addresses the following: (1) does a team leader change along with the quality of the team’s human capital affect post-change team performance?; (2) is functional leadership of the team’s human capital a driver of post-change team performance?; and (3) should interim vs. permanent leaders manage the team’s human capital differently? We analyzed archival data from Major League Baseball teams who had undergone an in-season manager change (N = 129). Team performance improved after a leader change, and the quality of the team’s strategic and non-strategic core human capital were positively related to post-change performance. New leaders who engaged in more active functional leadership of the strategic core human capital enhanced the positive effects of human capital quality. Additionally, active functional leadership enhanced the positive effects of strategic core human capital for interim replacement leaders, but not for permanent replacement leaders. This study extends theory and practice on the importance of functional team leadership and human capital following a leader transition. As such, our results provide actionable knowledge for organizations and managers who are part of leadership transitions. This empirical study leverages a unique sample to provide insights into the implications of team leader transitions. The results of this study shed light on the impact that leader transitions which involve “interim” and “permanent” replacements may have on post-transition team performance and how these different types of leaders should leverage the inherent human capital that exists within the team.     

Athlete or Sex Symbol: What Boys Think of Media Representations of Female Athletes

Little research has investigated males?? reactions to non-objectified media images of women, including those that depict women in instrumental activities like playing a sport. Using a survey methodology, this study examined U.S. adolescent boys?? open-ended responses to images of performance athletes, sexualized athletes, and sexualized models. Participants were 104 adolescent boys from California (ages 12?C17, primarily European-American). They remarked on the performance athletes?? physical competence and focused on the athletic context depicted in the photograph. In contrast, participants focused on the physical appearance and attractiveness of the sexualized athletes and sexualized models. Overall, findings suggest that performance images of women evoke instrumental evaluations of women from male viewers, while sexualized images induce objectified appraisals.     

Empowering Mimicry: Female Leader Role Models Empower Women in Leadership Tasks Through Body Posture Mimicry

Sex Roles - In two studies we investigated the behavioral process through which visible female leader role models empower women in leadership tasks. We proposed that women tend to mimic the...     

Effects of Leader Style, Leader Sex, and Subordinate Personality on Leader Evaluations and Future Subordinate Motivation

Past research has shown that when leader styles were dichotomized as autocratic versus democratic, female leaders were evaluated more harshly for using autocratic styles than their male counterparts (Eagly, Makhijani, & Klonsky, 1992). The present study investigated whether or not the personality characteristic of Agreeableness interacted with leader gender and leader style (autocratic versus democratic) to affect subordinate reactions to the leader. A 2 (autocratic versus democratic leader style) × 2 (male versus female leader) × 2 (high versus low subordinate Agreeableness) factorial design was used with leader evaluation, future effort, and future interest as dependent variables. A three-way interaction was predicted for these variables such that leaders would be penalized most for behavior that was inconsistent with gender roles by participants low in agreeableness. Participants were 165 undergraduates at a large midwestern urban university. Results generally supported the hypothesized three-way interaction for the effort and interest variables. Overall, the results partially supported the notion that disagreeable participants would rate gender inconsistent behavior more harshly.     

Sex, Lies, and Video Games: The Portrayal of Male and Female Characters on Video Game Covers

Two hundred twenty-five console video game covers obtained from online retail sites were examined for portrayals of men and women. We hypothesized that males would be portrayed more often, but that females would be portrayed in a more hyper-sexualized manner. Male characters were almost four times more frequently portrayed than female characters and were given significantly more game relevant action. However, in spite of their less frequent appearance, female characters were more likely to be portrayed with exaggerated, and often objectified, sexiness. Further, violence and sexiness was paired more frequently for female characters than violence and muscular physiques for the male characters. The potential influence these negative portrayals could have on gamers is discussed.     

Sex Differences in Evaluations of Female and Male Victims' Responses to Assault

In an investigation of perceptions of victim response to assult, 84 female and 70 male subjects read a narrative in which either a female or a male victim was roughly assaulted by a male stranger. The victim was described as either offering no resistance, resisting in a verbally aggressive manner, or resisting in a physically aggressive manner. Results of 3 × 2 × 2 ANOVA's revealed that women and men expected different outcomes for aggressive victim resistance. Women anticipated a worse outcome than did men, especially for victims who resisted. Men expected the most favorable outcome for the victim when he or she fought with the assailant; women expected the most positive outcome with nonresistance, especially for female victims. Female victims were seen as much more likely than male victims to be raped by the assailant. Women rated rape as a more likely outcome for physically aggressive victims while men considered rape least likely when the victim fought back. Sex differences in evaluations of victim resistance are discussed in terms of identification and empathy with the victim, goals of the victim's response strategy, and the expected effectiveness of aggressive and nonaggressive reactions to attack.     

Beyond the Big Five: Leader Goal Orientation as a Predictor of Leadership Effectiveness

This study examined proximal traits as mediators of the relationships between distal traits and leadership effectiveness. Specifically, we examined goal orientation, leadership self-efficacy, and motivation to lead (MTL) as antecedents of leadership effectiveness, after controlling for the Big Five personality traits. We tested our hypotheses with a sample of 100 leaders of four-person teams performing a manufacturing task in a laboratory setting. Consistent with expectation, leadership self-efficacy partially mediated the relationships between learning goal orientation and Affective-Identity MTL as well as Social-Normative MTL, after controlling for the Big Five. Noncalculative MTL related significantly to averaged team member ratings of leadership effectiveness, after controlling for both the leader's and the team member's personality. These results help aid in our understanding of why leader traits relate to leadership effectiveness.     

Sex Roles and the Desirability of Job Rewards,Expectations and Aspirations of Male versus Female Salespeople

Abstract

There have been numerous studies of the impact of sex-role stereotyping upon the preferences for job rewards and the difference between men and women. This study tests for such differences in a career field where men and women compete equally—commissioned residential real estate sales. Several new hypotheses were tested to include not only differences in desirability for job rewards, but also the expectancy of success in achieving them. There was little evidence of any differences between men and women in this career field resulting from a sex-role impact.     

Patterns of Interaction in Webcam Sex Work: A Comparative Analysis of Female and Male Broadcasters

This article explores how gender shapes patterns of interaction in webcam sex work. Analysis of 40 hours of cyberethnographic data shows that workers’ degree of professionalism, rather than their gender, shapes behavior in webcam sex work. This article identifies three patterns exhibited by both female and male professional broadcasters but not by their less professional counterparts: sharing personal information, deferring to the wishes of clients, and conducting dynamic performances. This article contributes to sex work literature by documenting webcam sex work as a new sector of the sex industry and by reassessing how gender matters in sex work.     

Discontent Among Male Lawyers, Female Lawyers, and Female Legal Secretaries

Female lawyers, female legal secretaries, and male lawyers were interviewed about their feelings of grievance and three grievance-related attitudes. The working women, like the men, are generally content with their personal situations at work and at home. The women are significantly more upset than are the men about the plight of working women.     

Peer Leadership in Sport: Relationships among Personal Characteristics,Leader Behaviors,and Team Outcomes

Abstract

The present study comprised two meta-analyses of published studies that used the Profile of Mood States (POMS) to investigate relationships between mood and athletic achievement (n = 13) and between mood and performance outcome (n = 16). Results showed that effect sizes (ESs) for the level of achievement metaanalysis were minimal (Weighted Mean ES = .10, SD = .07), a finding consistent with a previous meta-analysis by Rowley, Landers, Kyllo, and Etnier (1995). Larger effects were found for the performance outcome meta-analysis (Weighted Mean ES = .31, SD = .12). Effects were moderate for vigor, confusion, and depression, small for anger and tension, and very small for fatigue. All effects were in the direction predicted by Morgan's (1985) Mental Health Model. Effects were larger in sports of short duration, in sports involving open skills, and where performance was judged using self-referenced criteria. Findings suggest that the POMS has utility in the prediction of performance outcome but not in the prediction of level of achievement.     

Gender Differences in Transformational Leadership: An Examination of Superior,Leader, and Subordinate Perspectives

This study examined gender differences intransformational leadership from multiple perspectives.The sample was employees of a large international bank inAustralia. Ratings were obtained from branch managers' (n = 120 female and n = 184 male), theirsuperiors (n = 32) and subordinates (n = 588). Thefindings showed that superiors evaluated female managersas more transformational than male managers. Consistent with the superior observations, at the globallevel, female managers rated themselves as moretransformational than males, however, at the morespecific, behavioral level of analysis, significantgender differences were noted only for those subscaleswhich are more interpersonally-oriented. Subordinatesevaluated their female and male leadersequally.     

Male and Female He Created Them: Gender Traditionalism,Masculine Images of God,and Attitudes Toward Same‐Sex Unions

Prior research demonstrates that religion and gender traditionalism are associated with less favorable attitudes toward same‐sex unions because of its deviation from customary religious doctrine and traditional patterns of gender behavior. This study examines the link between religion, gender traditionalism, and attitudes toward same‐sex unions by utilizing a novel measure of gender traditionalism that is distinctly religious as well. Recent work on images of God reveals that individuals’ views of the divine provide a glimpse of their underlying view of reality. The results suggest that individuals who view God as a “he” are much less favorable toward same‐sex unions than those who do not view God as masculine, even while controlling for gender traditionalist beliefs and other images of God. Individuals who view God as masculine are signaling a belief in an underlying gendered reality that influences their perceptions of the proper ordering of that reality, which extends to marriage patterns. These findings encourage future research to identify innovative measures of religion that incorporate aspects of other social institutions to account for their interconnected nature.     

Affective Match in Leadership: Leader Emotional Displays,Follower Positive Affect,and Follower Performance1

Leader emotions may play an important role in leadership effectiveness. Extending earlier research on leader emotional displays and leadership effectiveness, we propose that the affective match between follower positive affect (PA) and leaders’ emotional displays moderates the effectiveness of leader emotional displays. Leader display of emotions has more positive effects on follower behavior if the match between the valence of leader emotion and follower PA is strong rather than weak. Support for this hypothesis was found in 2 experiments. Congruency between leader emotional displays and follower PA determined follower task performance and extra‐role compliance. Results from the second experiment indicated that this effect is a due to affective aspects of leader behavior and not to the valence of message content.