Whose Issue Is It Anyway? The Effects of Leader Gender and Equality Message Framing on Men’s and Women’s Mobilization Toward Workplace Gender Equality

Abstract

Social psychologists have not fully investigated the role of leadership in mobilizing widespread support for social change, particularly gender equality. The burden of achieving gender equality is typically placed on women (particularly female leaders) – the main targets of such inequality. Traditional approaches frame workplace gender equality as either a women’s issue, which limits men’s (non-target’s) involvement in the movement, or a meritocratic non-issue that exists due to women’s (target’s) tendency to pursue less intensive careers. In contrast to such work focusing on women’s experiences as targets of discrimination or men’s role in preserving inequality, we propose a solidarity-based approach that positions men and women as agents of change. This approach relies on two processes: leadership processes – particularly leadership as a form of influence based on shared identities among leaders and followers (e.g., their gender group); and political solidarity as a way to mobilize the silent majority (men) to work as allies beside a minority (women) and embrace equality as a common cause for both groups. In two experiments (Ns = 338, 336) we studied how leader gender and message framing affect men’s and women’s support for equality by contrasting a solidarity-based framing of gender equality as a common cause for men and women, with a women’s issue frame (Experiment 1) or a meritocratic frame (Experiment 2). The statement was attributed to a male or female leader (Experiments 1–2) or, additionally, to a government agency (Experiment 1). Women reported higher sense of common cause (Experiment 2) and collective action intentions than men (Experiments 1–2), and higher intentions under common cause compared to meritocracy frames (Experiment 2). Interestingly, male leaders invoked higher sense of common cause and collective action intentions for both men and women regardless of framing (Experiment 2). Irrespective of leader gender however, as predicted common cause framing boosted perceived leader prototypicality, legitimacy, and influence across the board (Experiments 1–2). Yet this was qualified by women (compared to men) rating leaders as more legitimate and influential under common cause compared to meritocracy framing (Experiment 2). Women’s reactions to equality messages, and the intersection of leadership and solidarity toward equality are discussed.

Following the best of us to help them: Group member prototypicality and collective action

“…Research on collective action has largely focused on group-level factors related to the appraisal of intergroup relationships, such as perceived injustice or illegitimacy of status relations (Tajfel & Turner, 1979). Some studies have examined the influence that specific group memberslike, group leaderscan have in mobilizing their group toward seeking social equality, focusing mostly on leaders of disadvantaged groups (Hardacre & Subašić, 2019;Selvanathan, Khoo, & Lickel, 2020;Subašić et al, 2018;Taylor, Moghaddam, Gamble, & Zellerer, 1987). In the current article, we draw on selfcategorization theory (SCT; J. C. Turner, Hogg, Oakes, Reicher, & Wetherell, 1987) to study the impact that emerging forms of leadership, in the shape of prototypical group members of advantaged groups, exert on collective action.…”

The role of strategic internal communication in empowering female employees to cope with workplace gender discrimination

“…Thus, this study included collective action as another possible coping option to magnify employee efforts in fighting against workplace gender discrimination. Such coping behaviors are often avoided because of high costs and risks (Hardacre and Suba si c, 2018). Thus, examining the motivational mechanisms of collective coping among female employees in response to workplace gender discrimination is essential.…”

Drawing everyday sexism in academia: observations and analysis of a community-based initiative

“…One of the most fundamental and still deeply rooted dichotomies associated with masculinity and femininity is the agency versus communality opposition (e.g. Haines et al, 2016;Hentschel et al, 2019). According to social role theory (Eagly and Wood, 2012), men would be more agentic (meaning that they are more likely characterised by assertiveness, independence, instrumental competence and leadership competence), while women would be more communal (they would be more inclined to feel more concern for others, sociability and emotional sensitivity).…”

“…Moreover, although efforts have been globally conducted to improve male-female equity, the results of Haines et al (2016) seem to indicate very limited changes in gender stereotypes since the 1980s. Based on our experience, we acknowledge that it is difficult to recognise gender-stereotypical behaviours: such behaviours are deeply anchored in our society, our cultural habits, our education and are, therefore "internalised by both men and women" (Hentschel et al, 2019). However, identifying a situation as sexist is the first step to interventions (Ashburn-Nardo and Abdul Karim, 2019;Valian, 2019).…”