Effects of Gender and Communication Content on Leadership Emergence in Small Task-Oriented Groups

Hawkins, Katherine

doi:10.1177/1046496495262004

Cited by 30 publications

(22 citation statements)

References 25 publications

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“…Above-the-mean masculine behaviors were reported by 68 percent of the preferred leaders (those in the masculine and original androgynous categories). Hawkins (1995), reporting on a study related to this one, noted that although the notion that individuals who engaged in both task and social maintenance behaviors would emerge as leaders was "intuitively attractive," her data did not support this conclusion. She further observed that regardless of the sex of the candidate for leadership, only task-related communication was related to perceptions of emerged leadership.…”

Section: Discussion and Implications For Leadership Developmentmentioning

confidence: 90%

The effect of gender role, attitude toward leadership, and self‐confidence on leader emergence: Implications for leadership development

Kolb

1999

Human Resource Dev Quarterly

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Although research has indicated no substantial differences between the behaviors of male and female leaders, differences exist in perceptions of these behaviors. Leadership continues to be described in stereotypically masculine terms, although some evidence exists that an androgynous leadership style also may be related to perceptions of leadership. This study examined whether self‐perceptions of masculine gender role characteristics would predict individuals who were perceived by others as leaders on a team project and if other self‐report measures might be used instead to predict leadership. Results indicate that both attitude toward leadership and leadership experience were stronger predictors of leader emergence than masculine gender role.

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Section: Discussion and Implications For Leadership Developmentmentioning

confidence: 90%

The effect of gender role, attitude toward leadership, and self‐confidence on leader emergence: Implications for leadership development

Kolb

1999

Human Resource Dev Quarterly

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“…In mixed-sex groups, sex differences in dominance behavior are less consistent. Hawkins (1995) found that men and women did not differ in verbal contributions to a group discussion. However, other researchers found that men were perceived as exhibiting greater leadership, influence, and power than women (Lord, Phillips, & Rush, 1980).…”

Section: Individual Dominancementioning

confidence: 88%

Women, power, and sex composition in small groups: an evolutionary perspective

2006

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SummaryDespite the massive influx of women into the workforce, women have made only minor gains into top management positions. Most explanations for this asymmetry have been based on sex differences in socialization and traits. We propose that an evolutionary psychological perspective offers an alternative explanation: sex differences in power are due to differences in the way men and women use influence behaviors in small groups, and these differences were sculpted, in part, by natural selection. This produced sex differences in psychological and physiological mechanisms-principally in the neuroendocrine system-that influence motivations to use influence in groups. We review studies on sex differences in influence in small groups. For each type of influence behavior that we examine-competition, dominance, and coalition formation-we discuss ultimate and proximate causes. We conclude with implications for future research and for public and organizational policy.

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“…All three types of leader behaviors contribute to team performance because they facilitate goal accomplishment (Hawkins, 1995;Galanes, 2003;Morgeson, DeRue, & Karam, 2010;Morris & Hackman, 1969). Boundary spanning behaviors consist of coordination and consultation with outside constituents aiming to procure resources that facilitate team performance.…”

Section: Self-managing Teams As Context For Leadership Over-emergencementioning

confidence: 99%

Leadership Over-Emergence in Self-Managing Teams: The Role of Gender and Countervailing Biases

Lanaj

Hollenbeck

2015

AMJ

165

178

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We examine leadership over-emergence, defined as instances when the level of one's leadership emergence is higher than the level of one's leadership effectiveness, in a sample of intact self-managing teams who worked together for a period of seven months. We draw from Gender Role Theory and Expectancy Violation Theory to examine the role of gender in predicting leadership over-emergence. Building on arguments from Gender Role Theory, we find that all else equal, men over-emerge as leaders. However, Expectancy Violation Theory suggests that women are likely to benefit from a countervailing bias. Specifically, women are attributed with higher levels of leadership emergence than men when they engage in agentic leadership behaviors -even if the level of the behaviors exhibited by men is exactly the same. Because the impact of these behaviors on leadership effectiveness is not contingent on gender, however, women who engage in more task behaviors and boundary spanning behaviors in selfmanaging teams also over-emerge as leaders. We discuss the implications of this study for Gender Role Theory and Expectancy Violation Theory, along with practical implications for managing the problem of leadership over-emergence in work groups. AbstractWe examine leadership over-emergence, defined as instances when the level of one's leadership emergence is higher than the level of one's leadership effectiveness, in a sample of intact selfmanaging teams who worked together for a period of seven months. We draw from Gender Role Theory and Expectancy Violation Theory to examine the role of gender in predicting leadership over-emergence. Building on arguments from Gender Role Theory, we find that all else equal, men over-emerge as leaders. However, Expectancy Violation Theory suggests that women are likely to benefit from a countervailing bias. Specifically, women are attributed with higher levels of leadership emergence than men when they engage in agentic leadership behaviors -even if the level of the behaviors exhibited by men is exactly the same. Because the impact of these behaviors on leadership effectiveness is not contingent on gender, however, women who engage in more task behaviors and boundary spanning behaviors in self-managing teams also overemerge as leaders. We discuss the implications of this study for Gender Role Theory and Expectancy Violation Theory, along with practical implications for managing the problem of leadership over-emergence in work groups.

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Effects of Gender and Communication Content on Leadership Emergence in Small Task-Oriented Groups

Cited by 30 publications

References 25 publications

The effect of gender role, attitude toward leadership, and self‐confidence on leader emergence: Implications for leadership development

The effect of gender role, attitude toward leadership, and self‐confidence on leader emergence: Implications for leadership development

Women, power, and sex composition in small groups: an evolutionary perspective

Leadership Over-Emergence in Self-Managing Teams: The Role of Gender and Countervailing Biases

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