Turning lead into gold: Evaluations of men and women leaders and the alchemy of social consensus.

Brown, Virginia; Geis, Florence L.

doi:10.1037/0022-3514.46.4.811

Cited by 41 publications

(44 citation statements)

References 36 publications

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“…A woman sitting at the head of the table was less likely to be identified as a leader than was a man at the head of the table (Porter, Geis, & Walstedt, 1983). Subtle cues suggesting consensus about leader's performance were found to affect assessment of the leader (Brown & Geis, 1984). In a study by Eagly and Wood (1982), men were seen as more influential and women as more compliant.…”

Section: Contingency Researchmentioning

confidence: 95%

“…For exarnple, when women were designated as leaders on the basis of merit or achievement, their leadership behaviors increased (Eskilson & Wiley, 1976), they were evaluated more favorably (Brown & Geis, 1984), and were perceived as more "expert" (Knight & Saal, 1984). A high rate of participation enabled a female confederate to be perceived as a leader (Gintner & Linkskild, 1975).…”

Section: Contingency Researchmentioning

confidence: 99%

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Women and Management:

Padgett

1994

Administration in Social Work

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In recent years there has been extensive research on women in management and on women's advancement within organizational hierarchies. The range of topics covered within this research reflects a variety of assumptions about leadership, women, and organizations. For research and practice in social work administration, it is important to view the research comprehensively-to examine it within the broader context of the whole body of literature on women and management from social work, social psychology, and business. From that context, it is then possible to see the kinds of questions that have been asked and to give some order to the studies done.There have been two distinct perspectives identified as representing the literature on women and management: leadership research and feminist research. While each has characterized this literature, these perspectives have not previously been combined. The current paper presents a conceptual model of the women and management literature incorporating perspectives from both leadership theories and feminist theory. The resulting framework can be used as a model for analysis-to categorize existing research, to understand

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Section: Contingency Researchmentioning

confidence: 95%

Section: Contingency Researchmentioning

confidence: 99%

Women and Management:

Padgett

1994

Administration in Social Work

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“…Past research has documented clearly that men are more likely to be judged as leaders or as competent by both men and women (e.g., Brown & Geis, 1984;Eagly & Karau, 1991;Wood & Karten, 1986). Past research has documented clearly that men are more likely to be judged as leaders or as competent by both men and women (e.g., Brown & Geis, 1984;Eagly & Karau, 1991;Wood & Karten, 1986).…”

Section: Gender Effects On Leadership Perceptionsmentioning

confidence: 99%

“…Leadership requires that others perceive one as a leader and a substantial body of research has addressed this phenomenon (e.g., Albright & Forziati, 1995;Bartol & Butterfield, 1976;Brown & Geis, 1984;Eagly & Karau, 1991;Eagly, Makhijani, & Klonsky, 1992;Hall, Workman, & Marchioro, 1998;Lord, De Vader, & Alliger, 1986;Lord & Maher, 1991;Malloy & Janowski, 1992). This research focused on the effect of perceiver and target gender on the differentiation of leadership displayed by persons of the same or the opposite gender in a sample of African Americans.…”

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confidence: 99%

Gender and Leadership Perceptions Among African Americans

Peters¹,

Kinsey²,

Malloy³

2004

Basic and Applied Social Psychology

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Guided by Eagly's (1987) social role theory and Fiske's (1993) model of status effects in dyads, we studied leadership perceptions within and between gender among African American college students engaged in a problem solving task. Variance components in leadership judgments replicated the pattern of findings reported by Malloy and Janowski (1992), and extended them by showing more consensus in leadership judgments of men by both men and women. Furthermore, there was more consensus in women's judgments of men than in men's judgments of women, and men more accurately predicted how they were judged by women than by men. Reliable self-other agreement of leadership judgments was only observed for men (self) when judged by women. Results revealed a gender bias in leadership perceptions among African Americans that is similar to that observed among European Americans, and were more consistent with a gender inequality model than with a gender equality model.A major assumption of the social-role interpretation of sex differences is that the perception of women as especially communal and men as especially agentic stems from the dif-

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“…We also react faster to stimuli associated with such organizational perceptions (Dovidio, Evans & Tyler, 1986;Gartner & McLaughlin, 1983;Klatzky, Martin, & Kane, 1982). Schemata cause a bias in our interpretation of the behavior of the schema target, so the same behavior will be understood differently in terms of different schemata (Brown & Geis, 1984;Darley & Gross, 1983;Duncan, 1976;Langer & Abelson, 1974;Sager & Schofield, 1980;Taylor, Fiske, Etcoff, & Ruderman, 1978).…”

Section: Metaphor As Schemamentioning

confidence: 99%

Metaphors and Organizational Conflict

Hamburger

Yitzchayak

1998

soc behav pers

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Many people hold a metaphor that accurately describes their perception of the organization in which they work. The metaphor also determines the way people perceive, remember, and analyze information they receive. However, any single metaphor limits people's perception by blocking and distorting the information encountered. Much of the conflict in the organization is caused by people holding different metaphors, oblivious to the fact that they behave in accordance with their metaphor. They are like people speaking in different languages, but totally unaware of their inability to communicate. This article tackles this problem and offers several suggestions on how to improve internal organization relationships using our current knowledge of metaphors. We believe that our ideas provide yet another perspective on the use of the metaphor for understanding organizational conflict. We believe it constitutes a significant addition to this fascinating field.We use metaphors to describe an experience or an object graphically. In a metaphor there is an implicit or explicit argument that A is like B. Webster's Dictionary defines a metaphor as "a figure of speech containing an implied comparison, in which a word or phrase ordinarily and primarily used for one thing is applied to another" -thus A is B. This process of comparison exchange and interaction between A and B itself creates a new meaning. It is widely accepted that a metaphor includes, or is a transference of, meaning. In etymological terms, metaphor actually means "transference" -from the Greek metah, meaning "behind," and opherein, meaning to carry.The organizational metaphor is an image used to describe the organization. For example, there are people who perceive their workplace as a family unit, others as a battlefield, or as a machine, or even as a sinking ship. The organizational metaphor is the pair of spectacles through which members examine the process and events in the organization. Using these glasses, they perceive, interpret, and understand the occurrences in the organization.

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Turning lead into gold: Evaluations of men and women leaders and the alchemy of social consensus.

Cited by 41 publications

References 36 publications

Women and Management:

Women and Management:

Gender and Leadership Perceptions Among African Americans

Metaphors and Organizational Conflict

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