Born a pastor,being a woman: biographical accounts on gendered religious gifts in the Diaspora

Women’s presence in Pentecostal leadership positions has slowly increased over the past decades, which raises new questions on the reconfiguration of gender roles and its relationship with religious doctrines. Based on empirical research, this article examines the construction of female leadership and religious authority within Pentecostal churches in a diasporic context. We draw upon biographical narratives of six female Pentecostal pastors—three African and three Latin American—who are leaders in Pentecostal churches in Spain. Our aim is to understand which conditions allowed these women to obtain positions of leadership in a mainly male dominated Pentecostal milieu and analyse the discursive articulation of Pentecostal conservative views on gender issues with local dynamics in the construction of female religious authority. The article shows that the authority of these women within the church realm is forged and legitimated through a religious narrative, one that empowers them as religious leaders without challenging their (and other women’s) subaltern role in the domains of social and family life.     

NORWEGIAN AND FRENCH WOMEN IN HIGH LEADERSHIP POSITIONS

This analysis of 50 French and Norwegian women in high positions of leadership stresses how gendered relations structuring private and professional lives will vary in different cultures according to their sociohistorical contexts. The specific contexts of two Western European democracies, France and Norway, reveal a number of differences impacting on the careers and the construction of the personal and social identities of women leaders. Interviews were held with French women who (a) assumed pioneering leadership positions in the 1970s ( n = 10) and (b) who followed in the 1980s ( n = 20) and with Norwegian women leaders ( n = 20). Sixty percent of the total sample had held posts as cabinet or subcabinet ministers. Illustrations from their narratives, collected through semistructured interviews about their personal and professional itineraries, are used to discuss a number of questions from a comparative cultural perspective: the sense of double marginality, extraneity, lack of entitlement and vulnerability; role-model legitimation; feminism and the women's movement; political parity/mixity; gender consciousness and solidarity; and family and female–male interactions.     

An Intersectional Approach to the Glass Ceiling: Gender,Race and Share of Middle and Senior Management in U.S. Workplaces

A robust body of research examines factors affecting the likelihood that women experience increasing barriers to promotion in workplaces. However, limited research examines how racialized and gendered processes may intersect and work differently for racially and gender marginalized workers. Specifically, the processes relating to a worker’s ability to reach middle-level management positions (e.g., those managers who oversee a small group of employees) and senior-level management positions (e.g., CEOs and other executive positions) may vary based on workers’ race and gender. Using 2015 EEO-1 data collected by the U.S. Equal Opportunity Employment Commission (EEOC), we examine how the characteristics of a workplace affect Black men, Black women, White men, and White women’s share of middle- and senior-level management. We find Black women and Black men are strikingly under-represented in both middle and senior management in private-sector workplaces. Our results demonstrate that access to middle- and senior-management varies by the characteristics of the workplace and workers’ race and gender. Overall, our findings point to an important implication: Greater oversight of workplaces, including by the EEOC, is associated with marginalized race/gender groups having higher shares of management.

     

The Relationship Between Gender Role Stereotypes and Requisite Military Leadership Characteristics

The continuing emphasis on the need to utilize fully women's leadership skills in traditionally or predominantly male environments highlights the need for understanding gender stereotypes and leadership characteristics perceived to be associated with various jobs. This study essentially replicates Schein's research (1973, 1975) to determine the extent of gender stereotypes held by military students for military leadership positions. The results indicate (1) continued disparity in men's perceptions of the similarities between women and leaders, (2) support of previous findings that women recognize similarities between women and leaders, (3) senior military students possess stronger masculine gender role stereotypes of successful officers than do students with less than 1 year of service in the military academy, (4) greater experience with being led by female leaders did not affect men's masculine gender role stereotypes of successful leaders, and (5) successful female cadet leaders perceive successful officers as having characteristics commonly ascribed to both women and men. These results are interpreted in light of previous research on gender roles and leadership, and the practical implications for meeting organizational, and individual objectives for successful utilization of women in military leadership positions are discussed.     

Am I the Right Candidate? Self-Ascribed Fit of Women and Men to a Leadership Position

Women are assumed to show a self-ascribed lack-of-fit to leadership positions compared to men (Heilman Research in Organizational Behavior 5:269–298, 1983). The present study examined whether this gender difference would diminish when agency is accounted for and whether a stimulus person’s gender would alter women’s self-ascribed fit. German management students (91 women, 95 men) received a fictitious recruitment advertisement for a leadership position that portrayed a man, a woman, or both a man and a woman. Participants indicated their perceptions of agency and suitability to the advertised position. As predicted, women judged themselves as less suitable for the leadership position than men and participants’ self-reported agency mediated this effect. Furthermore, all participants felt most suitable if a male and a female stimulus person were portrayed.     

Employee voice at work: the role of employees’ gender,self-efficacy beliefs,and leadership

ABSTRACT

Building on social role theory, we investigated the association between gender and employee voice (employees’ speaking up in a challenging but constructive way about work-related issues) in a typically male-dominated sector. In two field studies in the logistics context, we tested how and when gender is related to employee voice. In Study 1 (N = 132), we examined whether the gender-voice association is mediated by general self-efficacy beliefs. In Study 2 (N = 99), we replicated the indirect effect of gender on employee voice via general self-efficacy beliefs and investigated whether this indirect effect is contingent on supportive leadership. Using path analytical procedures, we found a significant indirect effect moderated by supportive leadership: At low and medium levels of supportive leadership, women reported less self-efficacy than men, which in turn resulted in less voice. At high levels of supportive leadership, the indirect effect was nonsignificant. Our studies contribute to research on the mechanisms and boundary conditions of gender’s influence in the employee voice process and have practical implications for leaders in male-dominated working contexts who want to encourage their female employees to speak up about work-related issues.     

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.     

Losing Herself to Save Herself: Perspectives on Conservatism and Concepts of Self for Black Women Aspiring to the HBCU Presidency

Historically Black Colleges and Universities (HBCUs) often come under criticism for being havens of conservatism (Harper and Gasman 2008). This conservatism can be found intertwined in some HBCUs’ presidential hiring processes. Focusing on the lack of gender parity in the HBCU presidency, through a Black Feminist Theory lens, I argue that HBCUs using these practices for the selection of Black women presidents create a conflict of self for aspirants who do not authentically subscribe to or perform conservatism. The philosophical ideas of authenticity, self‐esteem, and self‐respect are explored to explain how these expectations create barriers to aspirants achieving their goals and their authentic selves. Subjecting Black women leaders to these practices oppresses aspirants’ need for authenticity and leads to the replication of these conservative ideologies. I conclude that these barriers, in turn, narrow the HBCU presidential pipeline and perpetuate a lack of gender parity in HBCU leadership.     

Gender Differences in Leadership Aspirations and Job and Life Attribute Preferences among U.S. Undergraduate Students

The purpose of the present study was to examine gender differences in constructs associated with leadership aspirations in a sample of 467 undergraduate students because these might contribute to the gender gap in leadership attainment. The results demonstrated that female participants perceived themselves as having less leadership ability than male participants, and viewed their attainment of leadership roles as less likely than male participants did, which could reflect anticipated discrimination. Female participants reported less interest than male participants in elite leadership positions (e.g., CEO, senator), and associated positive characteristics with such roles less than male participants. They were also less likely than male participants to indicate a willingness to accept a promotion that would require them to sacrifice enjoyable work. Male and female participants ranked the importance of a variety of job and life attribute preferences similarly, though female participants emphasized the importance of life attribute preferences (e.g., family, good health), whereas male participants emphasized the importance of job attribute preferences (e.g., high salary). Finally, male participants were more likely than female participants to expect and prefer that they would out-earn their future spouses. These results highlight the need for greater consideration of how young women’s and men’s leadership aspirations and job/life preferences contribute to the gender gap in leadership attainment.     

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.     

Female religious leadership in Switzerland: norms,power, and money

Women’s access to positions of leadership in religions is a highly contested issue in Western societies, both inside religions themselves and in societal discussions of religion. Reliable data on actual female leadership are, however, scarce, especially in European countries and regarding minority religions. This article describes and explains statistically the normative openness of congregations to female leadership as well as the actual existence, position, and financial remuneration of female leaders across the whole range of religious traditions in Switzerland. The study is based on data from the representative National Congregations Study of 2008/2009. Our results show that, despite considerable normative openness, female spiritual and administrative leadership remains scarce in most religious traditions. The highest percentage of female spiritual leaders can be found in the milieu of alternative spirituality, followed by the Reformed congregations. A generally high percentage of female leadership can be found on administrative boards. It is only leadership positions in certain Christian traditions (Reformed, Catholic, Evangelical-classical) that are normally remunerated for women; many other traditions do not have female leadership or, as in the case of the milieu of alternative spirituality, such leadership positions are not remunerated.     

Why Managerial Women are Less Happy Than Managerial Men

Women with managerial careers are significantly less satisfied with their life than their male counterparts. Why? In a representative German panel dataset (GSOEP) we find biological constraints and substitutive mechanisms determining the subjective well-being of female managers. Women’s terminated fertility has a negative impact on women’s life satisfaction between the ages of 35 and 45, when managerial careers usually take off. Money and spare time can compensate for this biological difference. But to maintain an equivalent level of happiness, women need to be compensated by much more income for each hour of spare time given up than men do. So, in order to reach better gender equality in leadership positions, women must be either paid higher incomes (on average around 10%) or must be incentivized with more spare time than men. In the conclusion, we speculate on a new mix of carrots and sticks for advanced careers in order to boost female representation in leadership positions.     

The Intersections of Sexuality, Gender, and Race: Identity Research at the Crossroads

Psychology’s engagement with an intersectional perspective on social identities continues to grow. This special issue is significant in its use of intersectionality to complicate thinking about sexual orientation as a singular, homogenous category. Furthermore, it spotlights how intersectional positions within the range of sexual minority identities articulate with multiple other dimensions of identity, including gender, racial ethnicity, socioeconomic status, and age. In addition to recognizing the important contributions of this issue’s authors, in this commentary we relate their efforts to current trends in intersectionality research, including the contrasting ways intersectionality is applied in psychology. We observe that the authors portray intersectionality as either primarily concerned with multiple marginalized identities or as a more generalized theory of identity, and the authors use intersectionality as a framework, a theory, and an approach to social justice. We then address critiques of intersectionality theory that appear in the field of feminist/gender studies, showing how articles in this special issue both exemplify and challenge those critiques. Last, we focus on next steps in intersectionality research, focusing especially on the question of how intersectionality can best inform theory and methods in psychology.     

Gender, inclusivity and UK mosque experiences

Access to, management and attendance of places of worship often takes gendered forms. Gender imbalances in UK mosques manifests in attendance and management patterns and is reflected in the facilities available. The sense that mosques are perceived widely as ‘prayer-clubs for men’ (Maqsood 2005: 4–5) is often reflected in the physical spaces and facilities made available to female worshippers, and it must be noted that some mosques do not provide any of the latter at all (Dispatches 2006). Shockingly, a recent survey found that ‘women form part of the congregation in [only] half (51%) of the organisations surveyed’ (Coleman 2009: 10). Relatedly, UK Mosque management committees privilege male involvement, decision-making and leadership roles, with figures of as few as 15% women in management positions (Asim 2011: 34) and more who ‘will simply not entertain the idea’ (Asim 2011: 39). Such imbalances reflect the specificities of the UK-religious context (Maqsood 2005) yet, globally, women’s mosque involvement appears to be changing far more rapidly than here. This paper explores how gender, religious identity and sexualities interface with women’s mosque access, involvement and experiences therein. It draws upon original research with a sample of women, and indicates that inclusivity is an important topic in UK mosques, far beyond gender.     

Gender and Leadership Aspiration: Supervisor Gender,Support, and Job Control

Understanding the role of leadership aspiration in the under-representation of female leaders is important, because aspiration is a key predictor of hierarchical advancement. A neglected perspective in the relationship between gender and leadership aspiration is the gender of the individual's supervisor. Supervisors can play an important role in providing support and in engendering a sense of control, and both support and control are precursors to leadership aspiration. Yet, supervisors may also act on gender biases that discourage women's leadership aspiration. We argue that there is an interaction between supervisor and subordinate gender such that men experience relatively high levels of support and control regardless of supervisor gender, whereas women experience more support and control and as a result display higher leadership aspiration with a female supervisor. A survey of N = 402 men and women supported these hypotheses regarding the subordinate gender by supervisor gender interactive influence on leadership aspiration, support, control, and the mediated moderation model.     

Gender ratio,societal culture,and male and female leadership

Top management teams are worldwide largely composed of men, with relatively few female members. The gender ratio in top management is indicative of the position of women in management within the organization, as well as related to leadership behaviours of male and female managers. In the present study, the relative importance of societal culture, organizational, and individual characteristics in explaining leadership behaviours and the associations of gender and gender ratio with leadership behaviours are studied. Hypotheses are tested with multi‐level analyses using a dataset with information from subordinates rating leadership behaviours of 12,546 managers in 437 organizations in 32 countries. The results show that in a three‐level model (i.e., societal, organizational, and individual level) to explain leadership behaviours, differences in leadership behaviours are predominantly explained by individual differences, followed by organizational and societal differences. Further, after controlling for societal influences, a higher gender ratio (relatively more female managers), was positively associated with consideration and negatively related to initiating structure. Moreover, for male managers, there was a negative association between gender ratio and initiating structure, indicating that male managers in organizations with more female managers tend to engage less in initiating structure, whereas the leadership behaviours of female managers were not associated with the gender ratio.     

领导者性别身份的评价差异：基于内隐领导理论的实证分析

本研究基于内隐领导理论,运用配对问卷法,探究领导者性别身份的三种评价差异：自我评价与下属评价的差异,男性领导与女性领导的下属评价差异,男性下属与女性下属的评价差异。结果显示,与领导者自评的性别身份相比,下属易高估领导者的男性化;且下属评价男性领导的男性化显著高于女性化,而评价女性领导时两者并不存在显著差异。此外,男性下属对领导男性化的评价高于女性下属的评价。     

Is it in your face?: Exploring the effects of sexual dimorphism on perception of leadership potential

Perceptions of a leader in a work environment is important from 2 perspectives: the leader themselves and more importantly the external observer. But what information does the observer use when making these judgments of leadership potential? Many studies on role congruity have demonstrated that gender stereotyping and perceived leadership ability is strongly tied to gender role incongruity. The role of facial appearance has been associated with leadership status and potential and becomes essentially relevant in military settings. Thus, the manner in which an individual’s face is perceived and evaluated may impact perceptions of his or her leadership ability and subsequent success. The present study seeks to extend research on how sex and gender characteristics of an individual’s face may possibly influence the perception of leadership abilities in a military service academy. Findings indicated that participants preferred individuals with gender congruent faces, which may reflect a preference for physical prowess and abilities.