Double Standards for Competence: Theory and Research

By M. Foschi. 2000

571 citations recorded by the source corpus.

Subfields: Gender Studies, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/0257883688a6d9c889965787cb414788c5e5c953

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Citations in the corpus

Race matters for women leaders: Intersectional effects on agentic deficiencies and penalties (2016, background): “The favorable evaluations were shown to occur because women at that level were perceived to have overcome double standards of competence (i.e., when stringent competence requirements are imposed on subordinate groups; Foschi, 2000) to have arrived at their top positions.”
Gender, Status, and Leadership (2001, background): “Studies of gender and race effects confirm that lower status groups (e.g., women and African Americans) are held to higher standards to prove high ability than are higher status groups (men and Whites; see Biernat & Fuegen, this issue; Foschi, 2000).”
Female Leadership Advantage and Disadvantage: Resolving the Contradictions (2007, background): “Another possibility is that double standards, in which men have greater access than women to leadership roles, require that women be more highly qualified than men to obtain leadership roles in the first place (e.g., Biernat & Kobrynowicz, 1997; Foschi, 2000).”
Status Conflict in Groups (2012, background): “…benefits of high status, including greater influence, credit for work, access to information and resources that contribute to individuals’ performance, and more positive evaluations than of those with low status in groups (Berger et al. 1980, Foschi 2000, Friedkin 1999, Ridgeway and Correll 2006).”
Gender and perceptions of leadership effectiveness: a meta-analysis of contextual moderators. (2014, background): “Foschi (1996, 2000) argued that a woman’s presence in a top leadership position provides information about her abilities to others in the organization: that she must be exceptionally competent to have made it in such a high-status and agentic leadership position.”
What Women and Men Should Be, Shouldn't be, are Allowed to be, and don't Have to Be: The Contents of Prescriptive Gender Stereotypes (2002, background): “Moreover, women have to perform better than men do to be perceived as competent in the first place (Biernat & Kobrynowicz, 1997; Foschi, 1996; see Foschi, 2000 for a review), and the same may be true for men to be perceived as warm.”
Gender-role Incongruity and Audience-based Gender Bias: An Examination of Networking among Entrepreneurs (2020, background): “into evaluations in the absence of objective quality information, but even in settings with merit-based practices and when objective performance information for evaluating candidates is available, men are advantaged over equally performing women (Foschi, 2000; Castilla and Benard, 2010; Botelho and ”
The Paradox of Meritocracy in Organizations (2010, background): “In general, past research suggests that gender bias may affect decisions on a wide range of outcomes, such as hiring, promotion, and salary (e.g., Steinpreis, Anders, and Ritzke, 1999; Foschi, 2000; Biernat and Fuegen, 2001; Eagly and Karau, 2002).”
Gender Inequality in Product Markets: When and How Status Beliefs Transfer to Products (2017, methodology): “As a consequence, in the case of gender, people tend to have higher performance expectations for men compared to women, leading men to be judged as more competent than women (Foschi 1996, 2000).”
Are male leaders penalized for seeking help? The influence of gender and asking behaviors on competence perceptions (2015, background): “In addition, when occupying top-level as opposed tomid-level leader positions, womenwere evaluated as particularly effective because theywere perceived to have incurred a double standard (when stricter requirements are applied to subordinate groupmembers; Foschi, 2000), as theymatriculated up the or”
Leader—Member Exchange as a Moderator of the Relationship Between Work Group Diversity and Team Performance (2009, background): “Positive fairness perceptions are more important in diverse groups with high aggregate LMX than in homogeneous groups with high aggregate LMX because group members do not assume that everyone is worthy, equal, and equally likely to be a strong performer (as per similarity attraction [Riordan, 2000] ”
Gender, emotion and power in work relationships (2011, background): “They observe that a key mechanism underlying this relationship is a stereotype that associates status with competency (see also Foschi, 2000).”
Role congruity theory of prejudice toward female leaders. (2002, background): “, & Geis, F. L. (1990). Nonverbal affect responses to male and female leaders: Implications for leadership evaluations.”