Age‐ and Gender‐based Role Incongruence: Implications for Knowledge Mastery and Observed Leadership Potential Among Personnel in a Leadership Development Program

Hirschfeld, Robert R.; Thomas, Christopher H.

doi:10.1111/j.1744-6570.2011.01222.x

Cited by 27 publications

(27 citation statements)

References 86 publications

(130 reference statements)

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“…In considering additional future research directions, our results reveal the importance of closely examining sex differences in drawing conclusions about the work–family interface. Given the growing focus on sex disparities in top leadership positions (Hirschfeld & Thomas, ; Rosette & Tost, ; Toh & Leonardelli, ), our finding that the positive impact of being a married parent on leadership behaviors via family role identification was stronger for women than men is a contribution to theorizing in this area. Although some existing research shows that women excel in transformational leadership (Eagly et al., ; Eagly, Makhijani, & Klonsky, ), traditional expectations assume that women are less well suited for top leadership positions due to the likely salience of their family role (Hoobler et al., ).…”

Section: Discussionmentioning

confidence: 71%

Married with children: How family role identification shapes leadership behaviors at work

Dumas

Stanko

2016

Personnel Psychology

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In this paper, we explore the question of how an employee's family role identification, as driven by family structure (marital and parental status combined), affects their leadership behaviors at work. Using survey data from working professionals and executives pursuing a Master of Business Administration degree, we found that, as expected, those respondents who were both married and had children reported higher levels of family role identification relative to other respondents. Also, we found evidence of an indirect effect of family structure on leadership behaviors such that being married with children was indirectly associated with higher supervisor ratings of the respondents’ leadership behaviors via family role identification and the transfer of resources from the family role to the work role. Further, this indirect effect was stronger for women than for men. Contrary to traditional expectations, and consistent with enrichment theorizing, our findings suggest that investment in the family role can enhance employees’ display of valuable leadership behaviors in the workplace.

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Section: Discussionmentioning

confidence: 71%

Married with children: How family role identification shapes leadership behaviors at work

Dumas

Stanko

2016

Personnel Psychology

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“…Hirschfeld and Thomas, 2011;Fritzsche et al, 2009;Garavan et al, 2010;Phipps et al, 2013;Stamov Roßnagel, 2013). Older workers with more resources will be more likely to allocate greater learning time and effort (if given the job resource of time control and autonomy) than workers with lower levels of these resources.…”

Section: The Contextual Viewmentioning

confidence: 91%

Learning capability and performance in later working life: towards a contextual view

Jeske

Roßnagel

2015

Education + Training

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Purpose -The authors contribute to the literature by contrasting the cognitive with a contextual view on learning and development to address preconceptions about aging in order to broaden employers' views on learning and performance across the working life and careers of their employees. The authors furthermore identify a number of opportunities that exist to support and sustain learning capability and performance in older workers. The paper aims to discuss these issues. Design/methodology/approach -The authors conducted a selective literature search to identify literature that best exemplifies both the cognitive and contextual view. Findings -Age-related declines in performance are observed on very specific and limited tasks, unlikely to be encountered in the workplace. Due to its focus on assessing limits and age differences, such studies will not normally take experience, job and personal resources into account -these are more likely to be present in the workplace. The authors find that much of the more applied evidence suggests older workers can perform at a similar level to their younger colleagues -when the workplace or training context does not restrain them from using their own strategies and resources to complete tasks. Research limitations/implications -The current overview of research that is more representative of the more cognitive view outlines a number of issues regarding the transferability as well as generalisability of these well publicised findings. Many of the laboratory-based cognitive ageing research focuses on "testing the limits" of cognitive processing and efficiency. This paradigm is not compatible with the specific tasks and learning that takes place in the workplace, which led us to a more contextual view. Practical implications -The authors provide several starting points for broader and more inclusive training and development, particularly the role of supervisory practices, climate, self-efficacy and learning competency, resources and strategies. Originality/value -Taking a more contextual view may foster a re-evaluation of how inclusive current managerial practice, policies and current development initiatives are. Distinguishing job and personal resources can help in identifying the aspects that can be influenced by workers themselves and those aspects that are the primary responsibility of organisations and their managers.

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“…Lastly, we expand current research on age in work settings by focusing on younger leaders. Whereas age(ing) research often focuses on the potential liability associated with older age (Hirschfeld & Thomas, ; Kearney, ; Zacher, Rosing, & Frese, ), a recent review by Walter and Scheibe () explicitly acknowledged the importance of zooming in on the effects of younger age, in particular of leaders, as well. We highlight that younger age may be a liability by making certain leadership behaviors less effective.…”

Section: Introductionmentioning

confidence: 99%

The challenge of being a young manager: The effects of contingent reward and participative leadership on team‐level turnover depend on leader age

2016

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Summary Effective leadership requires a leader claiming as well as team members granting the leadership position. Contingent reward and participative leadership may both facilitate this mutual process. However, these behaviors differ in the degree to which they require a leader to have status and be prototypical. Their effectiveness might thus depend on the status‐related characteristics of the leader. In this respect, we propose that younger leaders, by deviating from the leader prototype in terms of age, lack a natural status cue, which will determine the effectiveness of these two leadership behaviors in shaping turnover. Two pilot studies (N = 113 and 121 individuals) confirm that younger leaders are perceived as less prototypical and to have lower status than older leaders. Examining 83 work teams, we show that leader age differently moderates the effects of contingent reward and participative leadership on time‐lagged team turnover. For younger (compared with older) leaders, contingent reward was effective as illustrated by decreased voluntary turnover and increased involuntary turnover, whereas participative leadership, which was associated with increased voluntary turnover and decreased involuntary turnover, was ineffective. These findings point to the importance of incorporating natural status cues of leaders for understanding the effectiveness of different leadership behaviors. Copyright © 2016 John Wiley & Sons, Ltd.

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Age‐ and Gender‐based Role Incongruence: Implications for Knowledge Mastery and Observed Leadership Potential Among Personnel in a Leadership Development Program

Cited by 27 publications

References 86 publications

Married with children: How family role identification shapes leadership behaviors at work

Married with children: How family role identification shapes leadership behaviors at work

Learning capability and performance in later working life: towards a contextual view

The challenge of being a young manager: The effects of contingent reward and participative leadership on team‐level turnover depend on leader age

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