Gender and competitiveness when earning for others: Experimental evidence and implications for sponsorship

Abstract

Research Summary Career paths depend not only on individuals' own competitiveness but also on the competitiveness of others in a position to advocate for them. In this article, we study competitiveness when rewards accrue to another individual. In particular, we ask how female and male managers' competitiveness changes when rewards from competition accrue to their female or male protégés, relative to when they accrue to themselves. Using an experimental approach, we find that when rewards accrue to protégés, male and female managers are equally competitive because female managers increase their competitiveness. However, male managers compete more for male rather than female protégés. This gap disappears when male managers know their protégés' risk preferences, suggesting a novel intervention to ensure equity in the sponsorship process. Managerial Summary Sponsorship is key to individuals' career development and firms' human capital strategy. In this experimental study simulating an organizational setting, we investigate one aspect of sponsorship and ask whether managers' and protégés' genders affect managers' willingness to compete on behalf of their protégés. We find that when the rewards from competition accrue to protégés, female managers increase their competitiveness and eliminate the gender competitiveness gap present when rewards accrue to managers themselves. This suggests that, from a competitiveness standpoint, female and male managers are equally strong sponsors. However, male managers compete more for male, relative to female, protégés. This gap disappears when male managers have information about protégés' risks preferences, suggesting a novel approach that organizations can implement to reduce discrimination in sponsorship.

The effect of flatter hierarchy on applicant pool gender diversity: Evidence from experiments

“…In addition to the work environment, the perception of greater competition for fewer promotions may be disproportionately unattractive to women, who often fare worse in and seek to avoid competition (Barrymore et al, 2022; Flory et al, 2015; Niederle & Vesterlund, 2011) partly because, compared to men, they tend to undervalue their work and avoid self‐promotion (Babcock & Laschever, 2009; Exley & Kessler, 2019; Lerchenmueller et al, 2019). In contrast, by delineating more hierarchical levels, reducing each manager's span of control, and clarifying roles and responsibilities, taller organizations can reduce competition over promotion and managerial recognition.…”

“…In contrast, job seekers may be repelled by the perceptions that flatter employers provide fewer promotional opportunities and that this scarcity will result in more intense competition and conflict (Baron et al, 1986; Flory et al, 2015). This perception may be stronger among women job seekers, who are, compared to men, less likely to prefer or succeed in workplaces with intense competition and conflict (Barrymore et al, 2022; Flory et al, 2015; Niederle & Vesterlund, 2011). More generally, women may be disproportionately disinclined to apply to flatter employers if they perceive these structures as having less managerial oversight and cultivating informal “bro cultures” that marginalize women (Chang, 2018; Kanter, 1977).…”

Not yet defect-free: the current landscape for women in computational materials research

“…We all hold unconscious biases, shaped by the stereotypes of our wider cultural environment and experiences. While creating such stereotypes is an unavoidable consequence of human cognition, these perceptions often negatively affect women (or, more broadly, anyone adopting behavior typically associated with women 15 , 16 ), even if there is no intention of hurt or discrimination 17 . Addressing unconscious bias is difficult and necessary for even the most allied scientist, as most of our stereotypes and schemas operate below the level of awareness.…”

“…Successful self-promotion is a crucial tool for succeeding in a research environment and enhancing one’s visibility and perceived competence. While men usually employ this successfully, self-promoting women are found to be less likable or hireable 16 , 18 , 39 – 41 .…”