Attitudes towards women managers: Development and validation of a new measure with Turkish samples

Aycan, Zeynep; Bayazıt, Mahmut; Berkman, Yonca; Boratav, Hale Bolak

doi:10.1080/1359432x.2011.557860

Cited by 17 publications

(14 citation statements)

References 54 publications

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“…For instance, Lortie-Lussier and Rinfret (2002) found that attitudes toward female managers are more favorable among respondents who have been supervised by a woman. Aycan, Bayazit, Berkman, and Boratav (2012) pointed to the quality of relationships with female managers and concluded that having high-quality encounters with female managers is related to positive attitudes toward women in management. They also found that attitudes toward women in managerial positions also determined the preference to work with women.…”

Section: Attitudes Toward Female Managersmentioning

confidence: 97%

“…Therefore, it was expected that female employees of Turkish sport organizations will hold fewer gender role stereotypes and positive attitudes toward women's career advancement than males do (Hypothesis 3). Based on the previous studies that found a positive correlation between attitudes and preferences for female managers (Aycan et al, 2012;Elsesser & Lever, 2011), it was expected that employees who preferred female sport managers will hold fewer gender role stereotypes and more positive attitudes toward women's career advancement than employees who preferred male sport managers (Hypothesis 4). Finally, it was also expected that there will be differences in gender role stereotypes and the attitudes of the employees toward women's career advancement according to marital status, education, the type of organization, the gender of the current manager, and age (Hypothesis 5).…”

Section: Hypothesis Developmentmentioning

confidence: 97%

“…They also found that attitudes toward women in managerial positions also determined the preference to work with women. The employees, who have positive attitudes toward female managers, have a general preference for working with them (Aycan et al, 2012). Therefore, the attitudes toward women, which influence the women's career advancement, may determine whether the employees prefer to work with female managers or not.…”

Section: Attitudes Toward Female Managersmentioning

confidence: 99%

“…For further research we recommend 'Attitudes toward Women Managers' measure (ATWoM; Aycan et al, 2012), developed in Turkey, could be used to evaluate the effects of culture-specific factors. Regarding the methodology, we consider and suggest that qualitative studies can be employed to build deep understanding of the underrepresentation of women in management positions in Turkish sport organizations.…”

Section: Limitations and Recommendationsmentioning

confidence: 99%

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Gendered perceptions about female managers in Turkish sport organizations

Koca

Öztürk

2015

European Sport Management Quarterly

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Research question: This study examines the views of employees working in Turkish sport organizations on the qualities of sport managers, their preference for female or male sport managers, and their attitudes toward female managers.Research methods: A quantitative research design based on the data of 244 female employees and 492 male employees was chosen. Results and findings:The results of the Women as Managers Scale indicated that gender, education, marital status, the preference for female or male sport managers, and the type of organization significantly affected gender role stereotypes and attitudes toward women's career advancement. In addition, the under-representation of women can be partly explained by dominant meanings, which are framed in the sport and sport experience given to a sport manager. Implications: In line with role congruity theory, management in Turkish sport organizations is stereotyped as a masculine domain requiring agentic characteristics and sport experience is more strongly attributed to men. As a result, employees have a general preference for male sport managers and male employees in particular have negative attitudes toward female managers.

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Section: Attitudes Toward Female Managersmentioning

confidence: 97%

Section: Hypothesis Developmentmentioning

confidence: 97%

Section: Attitudes Toward Female Managersmentioning

confidence: 99%

Section: Limitations and Recommendationsmentioning

confidence: 99%

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Gendered perceptions about female managers in Turkish sport organizations

Koca

Öztürk

2015

European Sport Management Quarterly

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“…Despite some significant achievements with regards to women's empowerment in Bangladesh during the new millennium, strong patriarchy is believed to be a key feature in this country where women are expected to assume the role of subordination to men (Sultana, 2010;Mostafa, 2005). At the workplace, ideally, "leadership" should though be attributed based on the capabilities; constraints, and performance records, "think manager, think male" (Aycan, Bayazit, Berkman, & Boratav, 2012;Balgiu, 2013) remains as a global trend (Schein, 2001;Schein, Mueller, Lituchy & Liu, 1996). The tendency of attaching the leadership role to masculinity can though be noticed to some extent in all societies; it is more common in the developing countries.…”

Section: Introductionmentioning

confidence: 99%

Gender Role Perception in Society and Attitude towards Women Managers in Bangladesh

Jahiruddin¹,

Hossain²,

Rahman³

et al. 2020

IJBM

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This study investigates employees’ attitudes towards women managers in different types of organizations in the context of Bangladesh. Two groups of respondents – supervisors of the women managers and other employees who report to the women managers were selected for data collection through a multistage procedure. The study found that employees, on the whole, have an indifferent attitude towards women managers at the workplace. Among different aspects pertinent to women's leadership, the employees demonstrated a favorable attitude about the women managers’ knowledge and skill, while the employees feel that maternity and other feminine issues make women less desirable in the managerial positions. As the differences were investigated among the respondents of different demographic groups, significant differences were found among various groups based on gender, age, and sectors of employment. However, no significant difference was found among the employees based on their reporting relation with (supervisor and sub-ordinate) the women managers.

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Direct and imagined contact moderates the effect of need for cognitive closure on attitudes towards women managers

Baldner

Viola

Capozza

et al. 2022

Community & Applied Soc Psy

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This research investigated the relationship between individual preference for the need for cognitive closure (NCC) and attitudes towards women as managers and the moderating role of direct or imagined contact with women leaders. In two studies (total N = 369) collected in different countries and with different methods (Study 1: Italy, correlational; Study 2: U.S., experimental), it was found that the positive relationship between NCC and negative attitudes towards women as managers was moderated by the quality, but not the quantity of current or past direct contact experiences with women managers. In Study 1, employees with higher scores on NCC had more positive attitudes towards women managers when they had more positive work experience with women managers. In Study 2, those with higher NCC scores had less negative attitudes towards women as managers when they merely imagined (positive) contact with them (vs. a control group). These results advance the literature on the interaction between NCC and positive intergroup contact; theoretical and practical implications of NCC and positive intergroup contact are presented.

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Attitudes towards women managers: Development and validation of a new measure with Turkish samples

Cited by 17 publications

References 54 publications

Gendered perceptions about female managers in Turkish sport organizations

Gendered perceptions about female managers in Turkish sport organizations

Gender Role Perception in Society and Attitude towards Women Managers in Bangladesh

Direct and imagined contact moderates the effect of need for cognitive closure on attitudes towards women managers

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