Stronger Together: A Call for Gender-Inclusive Leadership in Business Schools

Gooty, Janaki; Ruggs, Enrica N.; Aguinis, Herman; Bergeron, Diane; Eby, Lillian T.; Knippenberg, Daan van; Post, Corinne; Rupp, Deborah E.; Thatcher, Sherry M. B.; Tonidandel, Scott; Yammarino, Francis J.

doi:10.1177/01492063231178792

Cited by 12 publications

(4 citation statements)

References 14 publications

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“…This can include editors encouraging theorizing and empirical research that draws on scholars’ sensitivity and reflexivity when engaging in theory building and testing as scholarly conversations. Editors could also encourage scholars to consider the broader implications of their work with respect to gender inclusion’ (Gooty et al., 2023).…”

Section: Discussionmentioning

confidence: 99%

Happy Diamond Anniversary JMS! A Decade Analysis of the Journal of Management Studies

Krammer,

Dahlin,

Doh

et al. 2024

J Management Studies

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The Journal of Management Studies, founded in 1963, is celebrating its 60th year. Clark et al. (2014) conducted a bibliometric analysis for its 50th anniversary assessing whether the journal had maintained its leading international ranking and sustained its mission to serve as a broad‐based management outlet. In this review, we build on and extend their findings by examining trends in the journal over the past decade (2012–22). We present a broader analysis of JMS by exploring its unique identity within the management journal ecosystem and examining its scope and breadth in terms of topics, methods, and author demographics to document JMS's evolution, impact, reach, and accessibility. We develop a new bibliometric framework that employs a mix of qualitative and quantitative analyses (including regression, text, and language analysis) to cover a broad range of considerations for a journal and its stakeholders. In so doing, we contribute to the bibliometric and review research areas by proposing new metrics (related to diversity, equity, and inclusion) and analysis tools to assess the relative position of an academic journal. Employing this framework, we conclude that JMS has retained and enhanced its position as a leading, cutting‐edge general management journal.

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Section: Discussionmentioning

confidence: 99%

Happy Diamond Anniversary JMS! A Decade Analysis of the Journal of Management Studies

Krammer,

Dahlin,

Doh

et al. 2024

J Management Studies

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“…Organizational leaders and HR professionals should be mindful of these characteristics and their impact on hiring, promotion, role allocation, and compensation to prevent the perpetuation of inequalities within their organizations (Amis et al, 2020). As Gooty et al (2023) proposed, leaders and HR professionals should "Educate evaluators on best practices such as how to avoid arbitrary, shifting standards using ambiguous terms (e.g., professionalism) that tend to be proxies for likability and that can disadvantage women" (p. 2533).…”

Section: Practical Implicationsmentioning

confidence: 99%

Think star, think men? Implicit star performer theories

Villamor,

Aguinis

2024

J Organ Behavior

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SummaryThe star performer gender gap highlights women's challenges in being recognized as star performers. We investigated whether people hold shared beliefs about characteristics star performers possess (i.e., implicit star performer theories, ISPTs) and whether perceptions of stars are (a) gendered and (b) context‐specific. Guided by categorization theory, we argue that individuals have shared perceptions of what constitutes a star performer. Employing an inductive approach, we uncovered the existence of ISPTs that are distinct and differ from previously identified implicit theories, such as those about leadership. Specifically, stars were believed to have six characteristics: Driven, Relational, Extraordinary, Fascinating, Tenacious, and Brilliant. We then applied role congruity theory to argue that perceptions of star performers would be gendered and context‐dependent. Using an experimental approach, we ascertained that people associated star performers with more masculine than feminine attributes, what we labeled the think star, think men phenomenon. Moreover, this association was context‐dependent, such that the association of star performers with masculine attributes was stronger in men‐dominated occupations. Our third study used a non‐reactive approach (i.e., “Princeton trilogy”), and results showed that star performers are seen as possessing more masculine attributes than very good employees. Overall, our three studies using inductive, experimental, and indirect methods based on eight samples of 2322 participants consistently supported the existence of ISPTs and the think star, think men phenomenon, improving our understanding of the star performer gender gap.

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“…Significantly, inclusive leadership considers broader categories of diversity and intersectionality, aiming for the inclusion of all employees, not just those from advantaged or highlighted groups. Gooty et al (2023) encourage making business schools more gender-inclusive for academic leaders to increase equality including for those with multiple intersecting minority identities.…”

Section: Gender Rebellion Feminism and Contemporary Leadership Theoriesmentioning

confidence: 99%

Wo∼Men and Leadership: Re-Thinking the State of Research on Gender and Leadership Through Waves of Feminist Thinking

Kark,

Buengeler

2024

Journal of Leadership & Organizational Studies

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Feminist thinking has contributed to changing views of women in society and in leadership positions. Yet women are still underrepresented in leadership, especially in key roles and at higher organizational ranks. In this commentary we examine the past, present, and future of leadership theories through a gendered lens, by considering them against the backdrop of feminist theory evolution. We first organize existing leadership theories according to four main feminist waves— gender reform feminism or “fixing the women” which corresponds with liberal feminism; gender resistance feminism or “the female advantage,” reflecting radical feminism; the gender rebellion feminism or “how is a wo(man) defined,” according to postmodern and intersectionality theories, and gender digital feminism or “hashtag and clicktivism revolution” that focuses on social media, cyber activism, sexual violence, and complex intersectionality. We further examine the implications and research findings of these theories for women and men in leadership. Second, we review the publications on gender and leadership in two exemplary journals publishing leadership research in the field between 2019 and 2022 and explore to which feminist wave the published works relate. We show that themes related to the first two waves of feminist thinking continue to be dominant in current leadership research and encourage moving into new terrains, utilizing current feminist thinking, in the study of leadership and gender. Finally, we raise awareness that in a gendered society, leadership theories may reproduce and reconstruct the existing social order and gendered arrangements, as well as map novel directions for future research.

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Stronger Together: A Call for Gender-Inclusive Leadership in Business Schools

Cited by 12 publications

References 14 publications

Happy Diamond Anniversary JMS! A Decade Analysis of the Journal of Management Studies

Happy Diamond Anniversary JMS! A Decade Analysis of the Journal of Management Studies

Think star, think men? Implicit star performer theories

Wo∼Men and Leadership: Re-Thinking the State of Research on Gender and Leadership Through Waves of Feminist Thinking

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