Women as authority figures: The use and nonuse of authority

This paper reports the results of two experiments designed to investigate the effect of sex-role stereotypes on evaluations of authority figures. Female and male subjects read short accounts of various situations in which an authority figure confronted a subordinate who had transgressed in some way and then evaluated the authority figure on a variety of dimensions. Sex of the authority figure and of the subordinate were varied factorially. In Experiment 1, where the authority figure took a hard line with the transgressing subordinate, it was found that a female authority figure being firm with a male subordinate was evaluated most negatively. In Experiment 2, where the authority figure was lenient with the subordinate, it was found that a female authority figure being lenient with a female subordinate was evaluated most negatively. Implications of the results are discussed.     

Preferential selection and stereotypes: Effects on evaluation of female leader performance,subordinate goal commitment,and task performance

In a laboratory setting, 135 undergraduate students (69 male, 66 female; approximately 98% white) completed a mock class scheduling task led by a female confederate who was chosen either preferentially or by merit. Results indicated that (1) subordinate evaluations of female leader performance were not affected by preferential selection, but were significantly related to degree of non-traditional views held toward female managers; (2) commitment to the goal assigned by the female leader was not lessened by preferential selection, but also was significantly related to degree of non-traditional views toward female managers; and (3) subordinate performance on the scheduling task was significantly related to commitment to the leader-assigned goal.     

Think Leader, Think Male and Female: Sex vs. Seating Arrangement as Leadership Cues

This investigation challenged the long-accepted male-oriented ideology of “think male, think leader” by using social and gender identity theoretical frameworks to examine same-gender biases and the situational leadership cue of the end-of-the-table position. In an experiment consisting of 241 undergraduates enrolled in a large southwestern university in the U.S. (105 men, 135 women, and 1 sex unreported), participants viewed diagrams of male and female figures, in either same-sex or mixed-sex groups, and selected a leader. The end-of-the-table cue held, but the 120 participants (74 women, 46 men) shown mixed-sex groups with a man and a woman shown at both ends of a table chose same-gender leaders significantly more than opposite-gender leaders. Whereas the results suggest that the “think leader, think male” ideology still holds among young men, findings also demonstrated a shift away from this ideology among young women.     

The effect of lightness contrast on the colored Müller-Lyer illusion

Two subjects estimated the length of the central line in red-and blue Müller-Lyer figures that were viewed both foveally and parafoveally. The illusion figures were defined by either lightness and hue differences between figure and ground or by a hue difference alone. For both subjects, the figures defined solely by hue produced larger illusions. Since depth-cue scaling and other cognitive factors did not cause the enlargement, it was concluded that the robust, hue-produced illusions resulted from contour interactions generated within parvocellular channels that are specialized for coding color.     

The role of social dominance orientation and patriotism in the evaluation of racial minority and female leaders

This research broadens our understanding of racial and gender bias in leader evaluations by merging implicit leadership theory and social dominance perspectives. Across two experimental studies (291 participants), we tested the prediction that bias in leader evaluations stemming from White and masculine leader standards depends on the extent to which people favor hierarchical group relationships (social dominance orientation) and their level of patriotism. Employing the Goldberg paradigm, participants read identical leadership speeches attributed to either a woman or a man described as either a minority (Black or Latino/a) or a majority (White) group member. Results show social dominance orientation negatively predicted evaluations of minority and female leaders and patriotism positively predicted evaluations of White leaders.     

Evidence that ideal and attractive figures represent different constructs: A replication and extension of Fingeret, Gleaves, and Pearson (2004)

Figure rating scales are commonly used to measure body dissatisfaction through discrepancy indexes (e.g., difference between current and ideal body) and recent methodological work by Fingeret, Gleaves, and Pearson suggests that distinctions between referent bodies (e.g., ideal or most attractive) are unnecessary. The purpose of the current study was to replicate these findings using both male and female figure rating scales and an opposite-sex comparison group. We examined the relationship between three referent figures (Ideal, Most Attractive to the Opposite Sex, and Most Attractive) and attractiveness attributions in 365 undergraduate men (n = 164) and women (n = 201). Results suggested that referent figures were associated with different attractiveness attributions for both male and female figures, but physical characteristics differed only in male figures. The impact of referent bodies on discrepancy indexes was also explored. Considerations for future research using figure rating scales are discussed.     

Erotized transference reconsidered: expanding the countertransference dimension

A reconsideration of the erotized transference from a contemporary perspective has been presented utilizing detailed case material provided by Stoller. The main thesis is that this type of transference, traditionally conceived as a product of a particular kind of patient often felt to be borderline, is better understood as arising in a specific intersubjective context involving both participants in the psychoanalytic situation. The focus is on the intricate interaction of analyst and patient, recognizing that either may serve as a selfobject for the other. This view assumes a more expanded countertransference role than recognized in the earlier literature. The psychoanalytic situation can be erotized by either or both participants. A corollary thesis is that the details of a patient's fantasy should also be viewed as codetermined and that imbedded within it might be the patient's subjective experience of the psychoanalytic interaction. Alluded to peripherally is that the erotized transference in the interaction between male analyst and female patient is, in part, a manifestation of traditional roles assumed in situations involving a male authority figure in close engagement with a female who perceives herself as relatively powerless. This issue has recently received considerable attention from writers who have addressed themselves to the important gender issues in psychoanalysis.     

Effect of contrast level and temporal order on the Ebbinghaus circles illusion

Forty-eight undergraduates between 17 and 24 years of age judged the size of the central circle in Ebbinghaus figures presented under either simultaneous or successive viewing conditions. Successive presentation diminished the magnitude of illusion produced by the underestimated Ebbinghaus figure and totally eliminated the illusion normally produced by the overestimated figure. Variations in lightness contrast of the central and surrounding circles significantly altered the magnitude of illusion produced by both simultaneous Ebbinghaus figures as well as that produced by the successive underestimated figure. These data suggest the presence of a contour interaction process in both simultaneous Ebbinghaus illusions.     

Is Transformational Leadership Always Perceived as Effective? Male Subordinates' Devaluation of Female Transformational Leaders1

This study investigated the impact of the gender composition of the leader–subordinate dyad on the relationship between leaders' transformational leadership behavior and their subordinates' ratings of the leaders' effectiveness. There were 109 dyads of leaders (58 male, 51 female) paired with a subordinate who was either the same or a different gender from themselves. The relationship between a leader's self‐report on transformational leadership and their subordinates' evaluation of their performance was significantly less positive for female leaders with male subordinates than for female leaders with female subordinates. The male and female subordinates of male leaders rated their performance as equally effective, regardless of their levels of transformational leadership.     

Reality at odds with perceptions: narcissistic leaders and group performance

Although narcissistic individuals are generally perceived as arrogant and overly dominant, they are particularly skilled at radiating an image of a prototypically effective leader. As a result, they tend to emerge as leaders in group settings. Despite people's positive perceptions of narcissists as leaders, it was previously unknown if and how leaders' narcissism is related to the performance of the people they lead. In this study, we used a hidden-profile paradigm to investigate this question and found evidence for discordance between the positive image of narcissists as leaders and the reality of group performance. We hypothesized and found that although narcissistic leaders are perceived as effective because of their displays of authority, a leader's narcissism actually inhibits information exchange between group members and thereby negatively affects group performance. Our findings thus indicate that perceptions and reality can be at odds and have important practical and theoretical implications.     

Managing discrimination in selection: the influence of directives from an authority and social dominance orientation

The authors examined one manner in which to decrease the negative impact of social dominance orientation (SDO), an individual difference variable that indicates support for the "domination of 'inferior' groups by 'superior' groups" (J. Sidanius & F. Pratto, 1999, p. 48), on the selection of candidates from low-status groups within society. Consistent with the tenets of social dominance theory, in 2 studies we found that those high in SDO reported that they were less likely to select a potential team member who is a member of a low-status group (i.e., a White female in Study 1 and a Black male in Study 2) than those low in SDO. However, explicit directives from an authority moderated this effect such that those high in SDO were more likely to select both candidates when authority figures clearly communicated that job performance indicators should be used when choosing team members. Thus, our studies suggest that the negative effects of SDO may be attenuated if those high in SDO are instructed by superiors to use legitimate performance criteria to evaluate job candidates.     

SHAKEN CONFIDENCE

Anecdotal evidence suggests that sexual harassment may cause women to doubt their abilities, attributing their success to their professor's or supervisor's attraction to them rather than to their qualifications. Two experiments assessed whether a decrease in confidence could result from something as seemingly harmless as flirting. In Experiment 1, a male confederate posing as an advertising executive asked 56 female students to draw an advertisement, which he then praised. He behaved either flirtatiously or neutrally. In Experiment 2, female and male students interacted with a flirtatious or neutral advertisement executive of the other gender. In both experiments, women's self-creativity ratings decreased significantly more from pre- to posttest in the flirtatious condition than in the control condition. Men were affected less than women by the ad executive's flirtatiousness. The results suggest that flirtatiousness by an authority figure may have negative consequences for women's self-confidence.     

When a bystander becomes an accomplice: Situational determinants of reactions to dishonesty

In a series of experiments, undergraduates (N = 288) performed a task with a confederate who subsequently lied about his or her performance in order to obtain a cash bonus. The probability of bystanders' reporting the dishonesty and refusing to sign a document attesting to the confederate's score was differentially affected by situational factors and sex of the bystander, wrongdoer, and authority figure. Bystanders were most apt to report the misdeed when they were competing against rather than working either independently or cooperatively with the culprit, at least when the bonus was provided by a large corporation. In addition, females were more likely than males to report when the victim was another person rather than either a corporation or the bystander himself, and both sexes were more apt to report a female wrongdoer than a male one. Persons who initially reported the misdeed were less likely to become active accomplices than were those who failed to report it. Furthermore, less written verification of the falsehood occurred when (a) nonreporters were performing independently rather than either competing against or working cooperatively with the culprit for the bonus, and (b) a male was in an immediate position of authority.     

Effects of leader sex,subordinate sex,and subordinate performance on the use of influence strategies

The study examined the effects of leader sex, subordinate sex, and subordinate performance on leaders' use of influence strategies. Forty-two male and 42 female engineering undergraduates participated in role-playing situations. Relative to females, males reported a greater likelihood of using such influence strategies as negative sanction, assertiveness, reward, and exchange. In general, subjects tended to employ more of negative sanction and assertiveness and less of reward and exchange when dealing with poorly performing subordinates than with well-performing subordinates. While the subordinate sex had little impact, few interactions were noted. Implications of these findings both for those in leadership roles and for future research are discussed.An earlier version of this paper was presented at the Australian Bicentennial Meeting of Social Psychologists at Leura Bluemountains, Australia, August 1988. I thank Managal Dev, S. Pal, A. K. Tripathi, and Sanjay Tripathi for their help in collecting the data. I also extend my gratitude to an anonymous reviewer, and to Bijoy Boruah and Kanika Tandon for helpful comments.     

The influence of sex and empathy on putting oneself in the shoes of others

We tested whether putting oneself in the shoes of others is easier for women, possibly as a function of individuals' empathy levels, and whether any sex difference might be modulated by the sex of presented figures. Participants (N=100, 50 women) imagined (a) being in the spatial position of front‐facing and back‐facing female and male figures (third person perspective (3PP) task) and (b) that the figures were their own mirror reflections (first person perspective (1PP) task). After mentally taking the figure's position, individuals decided whether the indicated hand of the figure would be their own left or right hand. Contrary to our hypothesis, results from the 3PP‐task showed higher rotational costs for women than men, suggesting that mental rotation rather than social strategies had been employed. However, faster responding by women with higher empathy scores would appear to indicate that some women engaged social perspective taking strategies irrespective of the figures' position. Figures' sex was relevant to task performance as higher rotational costs were observed for male figures in the 3PP‐task for both sexes and for female figures in the 1PP‐task for women. We argue that these latter findings indicate that performance was facilitated and/or inhibited towards figures associated with specific social and emotional implications.     

Visibility and evaluation of female and male leaders

Visibility and evaluation of female and male leaders were assessed as a function of follower sex, performance level, and rater sex by having subjects view videotapes of interacting triads. Subjects identified persons exhibiting leadership behaviors as leaders regardless of experimental condition. Performance level had significant main effects on six of seven leader evaluation measures, with leaders of high-performing groups being rated more leaderlike, dominant, intelligent, competent, industrious, and supportive. Although female leaders were equally visible and were evaluated the same as male leaders, the probability of continued success was seen as lower for groups with female leaders of all-female or all-male followers. Results were interpreted as an indication that relevant behavioral data can mitigate stereotypic perceptions and evaluations in the individual case, but that current evaluations of female leaders may fail to generalize to future performance expectancies.     

Observers’ reactions to workplace incivility in the masculine domain: How does role congruency explain gender bias in future workers?

Based on Role Congruity Theory, we tested the hypothesis of gender bias by examining gender differences in observers’ evaluations of the awareness and acceptability of workplace incivility gender‐dyad interaction. Three hundred and ninety‐six Spanish high school students (55.3% female) read one scenario of overt incivility (publicly humiliates and openly doubts the employee's judgment) or covert (omits and pays little attention) from a leader (female vs. male) toward a subordinate (female vs. male) in engineering. Results indicated gender differences among observers. From the leader actor of incivility, males were more aware and accepted less the incivility when performed by a female leader in a male domain; whereas females were more aware and accepted less incivility than males in all cases. Regarding the subordinate target of incivility, only females were more aware and accepted less incivility, and both males and females were more aware and accepted less covert incivility. Our results reveal practical implications for interventions from a gender perspective.     

The effects of sex and marital/parental status on performance evaluations and attributions

One hundred sixty female and 160 male undergraduates provided performance evaluations and attributions for a poor-performing stimulus employee depicted as male or female, and as either single or married with three preschool-aged children. No significant differences were detected for ratings given by male and female evaluators. The results did however, reveal a significant interaction of employee sex by marital/parental status conveying that of the four employee groups, married mothers were evaluated the most favorably, while single females were the least favorably evaluated. The differential performance evaluations were interpreted by attributional responses indicating that raters perceived external, uncontrollable factors as causes of the married mother's poor performance, while internal, controllable factors were seen as primary reasons for the poor performance of the other employees, particularly the single female's. Implications of the findings were presented.Portions of this paper were presented at the 43rd annual meeting of the Academy of Management, Dallas, Texas, August 1983.     

Vicarious intergroup contact and the role of authorities in prejudice reduction

The present study focuses on the effect of vicarious intergroup contact and the support of an authority figure on the improvement of outgroup and meta-stereotype evaluations. Meta-stereotype refers to the shared beliefs of ingroup members about how they consider outgroup members to perceive their group. Three preliminary studies were carried out to determine desirable and undesirable characteristics for a good basketball performance, the task that best demonstrates the application of these characteristics, and the two groups (basketball teams) that should be involved in the vicarious intergroup contact. Fans of one of the basketball teams participated in the current study. Vicarious intergroup contact improved outgroup and meta-stereotype evaluations as compared with a no contact condition. In addition, the positive effects of vicarious intergroup contact significantly increased when it was supported by an authority figure. More importantly, our study also shows that the improvement of outgroup evaluation was partially mediated by changes on meta-stereotypes.