2004
DOI: 10.1023/b:sers.0000015551.78544.35
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Men's and Women's Perceptions of the Gender Typing of Management Subroles

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Cited by 71 publications
(86 citation statements)
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“…Moreover, research on gender-typing of managerial roles has shown the prevalence of typically masculine and feminine qualities in U.S. business school students' perceptions (Atwater et al, 2004). Finally, recent meta-analytic findings by Koenig and colleagues (2010) yielded a decrease in the construed masculinity of leader roles over time with the authors concluding that this decline was due to change in cultural construals of leadership.…”
Section: Changes In Leadership Rolesmentioning
confidence: 96%
“…Moreover, research on gender-typing of managerial roles has shown the prevalence of typically masculine and feminine qualities in U.S. business school students' perceptions (Atwater et al, 2004). Finally, recent meta-analytic findings by Koenig and colleagues (2010) yielded a decrease in the construed masculinity of leader roles over time with the authors concluding that this decline was due to change in cultural construals of leadership.…”
Section: Changes In Leadership Rolesmentioning
confidence: 96%
“…It might be that in male-dominated domains such as software design, a high level of expertise does not help female team members to actively participate in the teamwork process. It might be that in such domains females are reluctant to openly refer to their expertise and to assume a steering role in the team (Thomas-Hunt & Phillips, 2004), maybe because some roles that imply direction and guidance are still gender typed (Atwater, Brett, Waldman, DiMare, & Hayden, 2004). However, the zeroorder correlations among gender, expertise, and individual contributions to teamwork processes (particularly at Time 2) were rather small, suggesting that gender differences in contributions to team meetings in male-dominated domains do not exhibit simple gender-specific differences but seem to follow a more complex pattern.…”
Section: Low Expertise High Expertisementioning
confidence: 99%
“…This concurs with the literature, "women no longer gender-type the role of manager" and that "women generally have a more androgynous view of managers." 6 The most important skill identified was people skills (75% / 9 responses). In the past people skills, such as communication and listening, have been stereotypically feminine.…”
Section: Management Traits/organisational Structuresmentioning
confidence: 99%
“…Stereotypical masculine traits are identified as being decisive, assertive, driven, competitive, objective and logical, whilst feminine traits are supportive, sensitive, caring, cooperative, good communicator and flexible. [2][3][4][5][6] Writers consider how women adopt masculine traits to gain acceptance as a manager and thus exert a more powerful, successful image. 7,8,3,5 Women have been advised to compromise their abilities, using male techniques.…”
Section: Management Traitsmentioning
confidence: 99%