Her/His Ethics? Managerial Ethics in Moral Decision-Making from a Contextual, Gendered, and Relational Perspective

Miller, Yona; Kark, Ronit; Zohar, Noam J.

doi:10.1007/s11199-018-0920-x

Cited by 7 publications

(4 citation statements)

References 43 publications

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“…A second reason is that when people are exposed to others who are similar to them in leadership roles, the expectations of the role become more associated with their social group. For example, a higher representation of women in managerial roles reduces the sense of incompatibility between the leader role and the female gender role (Koenig, Eagly, Mitchell, & Ristikari, 2011; Miller, Kark, & Zohar, 2019). In management positions with a higher representation of women, or in occupations that are dominated by women, leader role expectations are associated with women and behaviors that are stereotypically ascribed to women (e.g., more communally oriented).…”

Section: Leader Impostorism Antecedentsmentioning

confidence: 99%

Now You See Me, Now You Don’t: A Conceptual Model of the Antecedents and Consequences of Leader Impostorism

Kark

Meister

Peters

2021

Journal of Management

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Impostorism, a phenomenon whereby a person perceives that the role they occupy is beyond their capabilities and puts them at risk of exposure as a “fake,” has attracted plentiful attention in the empirical literature and popular media. However, despite evidence that impostorism is frequently experienced by people in leadership positions, there has been little consideration of why this happens. In this theoretical article, we explain why formal leadership roles—roles that are characterized by elevated expectations, high visibility, and high levels of responsibility—are fertile ground for impostorism experiences. We also discuss how the associated self-conscious emotions of shame and fear, can increase leaders’ risk-aversion and enhance leader role performance, yet at the same time drive emotional exhaustion, and reduce their motivation to lead. This can ultimately inhibit leaders from seeking, claiming, and thriving in leadership roles. We offer individual-, dyadic-, and organization-level contextual characteristics that can either enhance or reduce this phenomenon. We also discuss how supportive organizations can mitigate leadership impostorism. Furthermore, we highlight how women and minority-status leaders may be more vulnerable to this experience and conclude by suggesting the practical implications of the leader impostorism phenomenon for individuals and organizations.

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Section: Leader Impostorism Antecedentsmentioning

confidence: 99%

Now You See Me, Now You Don’t: A Conceptual Model of the Antecedents and Consequences of Leader Impostorism

Kark

Meister

Peters

2021

Journal of Management

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“…(139) Por lo tanto, es ideal que la toma de decisiones se realice mediante una gestión ética y moral que garantice credibilidad y una perspectiva inclusiva en cuanto al género. (140) También se deben considerar los intereses de los clientes, empleados, proveedores y accionistas, teniendo en cuenta la transferencia de valor. (141,142) La integración de la gerencia con todas sus herramientas y conocimientos crea modelos de decisión que promueven la sostenibilidad y estrategias mejoradas.…”

Section: Productividad (Hora 9)unclassified

The Business Paradox: Exploring the interaction between the Business Clock and the Sustainable Development Goals through an ethical, sustainable and well-being prism

Mercader,

Ordoñez Santos,

Mercader

2024

Salud, Ciencia y Tecnología - Serie de Conferencias

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La presente investigación se enfoca en la necesidad de las empresas de mejorar en diversas áreas de desempeño y alcanzar logros positivos. Se identificaron 12 variables clave, como ética, liderazgo global, trabajo en equipo, comunicación efectiva, educación/capacitación, tecnología, sostenibilidad, negociación, gestión de finanzas, productividad, toma de decisiones y felicidad empresarial, que son fundamentales para el crecimiento equilibrado de cualquier organización. Estas variables representan las doce horas del reloj empresarial y, cuando se gestionan adecuadamente, equilibrando lo tangible con lo intangible, generan resultados prósperos a largo plazo. Además, se analizaron y se establecieron conexiones entre estas variables, los Objetivos de Desarrollo Sostenible de la ONU y la Taxonomía de Valores éticos de Mercader. Se aplicaron cuestionarios a profesionales graduados, utilizando una escala de Likert, para evaluar la necesidad de las variables en las empresas. Se obtuvieron un total de 4.207 respuestas, las cuales fueron analizadas junto con el género de los participantes. Los resultados obtenidos proporcionan una comprensión de las prioridades, realidades y relevancia de las variables empresariales estudiadas. Esta investigación es novedosa, ya que no se ha realizado previamente en su totalidad ni se ha reflexionado sobre los datos empíricos obtenidos. A pesar de su aparente simplicidad, estos datos representan las realidades y los efectos en el entorno organizacional y empresarial. Por tanto, este estudio es de gran relevancia para empresarios, profesionales, comerciantes, emprendedores, educadores y otros, ya que les permite realizar autoanálisis, aplicar nuevas experiencias y obtener beneficios.

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“…Masculine organizations are those in which the proportion of men is high and the industry and the related organizational culture is associated with masculinity (e.g., security, building, engineering, etc. ; Greed, 2000; Kark et al, 2016; Miller et al, 2019). In these organizations, hegemonic masculinity emphasizing competition, aggression, and self-mastery serves as a mechanism for excluding women and sustaining their subordinate position (Weller et al, 2021).…”

Section: Introductionmentioning

confidence: 99%

A woman’s got to be what a woman’s got to be? How managerial assessment centers perpetuate gender inequality

2023

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Why do women receive equal or better performance ratings than men in managerial assessment centers even when they are structured in ways that systematically disadvantage them? This study provides the first attempt to understand this managerial assessment center gender paradox using in-depth interviews with managerial assessment center evaluators for a large semi-military governmental organization. The study revealed that the managerial assessment center was a gendered environment in which organizational practices, language used, and the underlying logic establish and reinforce men as assertive or protectors and women as weak and in need of protection. In accordance with the managerial assessment center gender paradox, women were successful at the managerial assessment center despite systemic bias against them. Interpretive analysis revealed that women candidates generate discomfort that evaluators alleviate by increased attention to the extent to which they conform to gender ideology. We coin the term ‘benevolence effect’ to describe evaluators’ tendency to over-valuate and advance women candidates who conform to traditional stereotypes of white femininity. The benevolence effect paradoxically contributes to the preservation and perpetuation of the sexual binary and the idealization of the abstract manager as male-bodied in the organization, even as it contributes to the promotion of women.

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Her/His Ethics? Managerial Ethics in Moral Decision-Making from a Contextual, Gendered, and Relational Perspective

Cited by 7 publications

References 43 publications

Now You See Me, Now You Don’t: A Conceptual Model of the Antecedents and Consequences of Leader Impostorism

Now You See Me, Now You Don’t: A Conceptual Model of the Antecedents and Consequences of Leader Impostorism

The Business Paradox: Exploring the interaction between the Business Clock and the Sustainable Development Goals through an ethical, sustainable and well-being prism

A woman’s got to be what a woman’s got to be? How managerial assessment centers perpetuate gender inequality

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