Leadership Diversity: Effects of Counterstereotypical Thinking on the Support for Women Leaders under Uncertainty

Abstract

Despite societal shifts, women are still underrepresented in leadership positions. Previous research has found that women are often placed in risky and precarious leadership positions. This is likely to be the case when the context (economic, social, political) is uncertain. This article investigates (1) the support given to women leaders with leadership styles that are congruent or not with gender stereotypes, under uncertainty (Study 1) and (2) the role of counterstereotypical thinking in strengthening the support for women leaders who are role congruent (vs. incongruent) under uncertainty (Study 2). Study 1 found a preference for strong, role incongruent women leaders in times of uncertainty (vs. certainty). Study 2 found that this preference can be attenuated and role congruent women leaders perceived as more effective following a counterstereotypical thinking intervention that challenge participants’ social cognitive processing styles. We discuss applied implications regarding how to effectively promote diversity in leadership.

Overlooked Leadership Potential: The Preference for Leadership Potential in Job Candidates Who Are Men vs. Women

“…When women demonstrate success in leadership roles, they can be penalized because they violate gender-prescriptive norms (Heilman et al, 2004) or contextual expectations (e.g., Randsley de Moura et al, 2018). Ultimately, when people interrupt gender stereotypes, they can suffer consequences that undermine and devalue their social and economic status (Rudman and Phelan, 2008).…”

College Women’s Self-Leadership Stereotypes as a Function of Prime Similarity and Motherhood Information

“…One possible reason for the lack of equal representation of women in leadership positions, especially in counterstereotypic domains like the STEM fields, could be that traditional gender stereotypes about women are incompatible with these positions. Stereotypes of women emphasize communal traits and democratic leadership styles, while expectations of effective leaders emphasize agentic traits and authoritative leadership styles [3][4]. If a woman does demonstrate agentic counterstereotypic qualities, however, she may be viewed unfavorably because she is behaving in a role incongruent way [5][6][7].…”

Leadership and Social Transformation: The Role of Marginalized Individuals and Groups

“…Next, Randsley de Moura, Leicht, Leite, Goclowska, and Crisp () summarize the leadership biases under‐represented people experience. They argue and present evidence across two experiments ( N s = 83 and 166) that counterstereotypic thinking can mitigate biases against norm incongruent leaders by increasing flexible cognition and promoting divergent thinking in a manner that results in contesting social norms.…”