2012
DOI: 10.1016/j.jebo.2011.06.016
|View full text |Cite
|
Sign up to set email alerts
|

The emergence of male leadership in competitive environments

Abstract: Standard-Nutzungsbedingungen:Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden.Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen.Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in… Show more

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
2
1
1
1

Citation Types

3
66
0
1

Year Published

2014
2014
2024
2024

Publication Types

Select...
6
2
1

Relationship

2
7

Authors

Journals

citations
Cited by 116 publications
(70 citation statements)
references
References 21 publications
3
66
0
1
Order By: Relevance
“…As a result, men's announcements overestimated their future performance by 2.28 sums, and women's underestimated their future performance by −1.17 sums (significantly different with a Mann-Whitney U test, P = 0.008). This behavior is consistent with existing research reporting that women underestimate their performance and show more modesty than men in self-promotion (15,16). Thus, because men overestimate their future performance, and women underestimate it, optimal updating would require compensating for these biases by giving less weight to the announcements of men than those of women, leading to a significantly lower φ ij for men (by −0.21, P = 0.001).…”
Section: Resultssupporting
confidence: 88%
See 1 more Smart Citation
“…As a result, men's announcements overestimated their future performance by 2.28 sums, and women's underestimated their future performance by −1.17 sums (significantly different with a Mann-Whitney U test, P = 0.008). This behavior is consistent with existing research reporting that women underestimate their performance and show more modesty than men in self-promotion (15,16). Thus, because men overestimate their future performance, and women underestimate it, optimal updating would require compensating for these biases by giving less weight to the announcements of men than those of women, leading to a significantly lower φ ij for men (by −0.21, P = 0.001).…”
Section: Resultssupporting
confidence: 88%
“…Men tend to be more self-promoting than women in these reports, but employers, particularly those demonstrating evidence of stronger implicit sex bias (higher IAT), do not fully appreciate the extent of this difference. Thus, the bias against women measured by the IAT seems to act in two ways: It penalizes women when an unfounded negative stereotype against them exists, and it does not penalize men when there is evidence (15,16) that they overpromote themselves.…”
Section: Discussionmentioning
confidence: 99%
“…One important reason for the gender gap in entry into competition seems to be that men are relatively more overconfident (for a review, see Croson and Gneezy 2009), in particular in a tournament environment (Charness et al 2011, Reuben et al 2012. Beliefs about one's performance are important not only on the supply side of the labor market.…”
Section: Competitiveness and Gender Differencesmentioning
confidence: 99%
“…10 For example, a gender difference in the choice of the tournament has been found in Niederle and Vesterlund (2007), Cason, Masters, and Sheremeta (2010), Healy and Pate (2011), Balafoutas and Sutter (2012), Reuben et al (2012), and Niederle, Segal, and Vesterlund (2013), in addition to experiments that vary the design in important ways like Gneezy, Leonard, and List (2009), Dohmen andFalk (2011), Booth andNolen (2012), Andersen et al (2013), and Gupta, Poulsen, and Villeval (2013).…”
Section: Gender Differences In Taste For Competitionmentioning
confidence: 99%