A Global Look at Psychological Barriers to Women's Progress in Management

By V. E. Schein. 2001

1,098 citations recorded by the source corpus.

Subfields: Gender Studies, Management of Technology and Innovation

View Paper: https://www.semanticscholar.org/paper/0b412857914920b6671ee44ef951fcadc38f5800

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Gender Studies

In Management of Technology and Innovation

Citations in the corpus

A multilevel, complexity theory approach to understanding gender bias in leadership. (2007, background): “…leadership positions at the highest levels in organizations – often is explained solely in terms of individual level processes such as the greater overlap of individual level implicit theories of successful managers with typical male as compared to typical female characteristics (Schein, 2001).”
The Role of Gender Stereotypes in Perceptions of Entrepreneurs and Intentions to Become an Entrepreneur (2009, methodology): “Stereotypical characteristics attributed to the two sexes not only describe how men and women are (descriptive stereotypes) but also how they should be (prescriptive stereotypes) (Heilman, Wallen, Fuchs, & Tamkins, 2004; Schein, 2001).”
Leadership Efficacy and Women Leaders' Responses to Stereotype Activation (2007, background): “Researchers have also demonstrated that women are presumed to be less competent leaders than men and less worthy of the leadership position across a variety of contexts (Boldry, Wood, & Kashy, 2001; Carli & Eagly, 2001; Heilman, 2001; Ridgeway, 2001; Schein, 2001).”
Gender, emotion and power in work relationships (2011, background): “…call the “double bind of the female manager”, in which managerial work-role expectations conflict with gender-role expectations, resulting in lower performance evaluations (Eagly & Carli, 2007a; Eagly & Karau, 2002; Powell, Butterfield, & Parent, 2002; Schein, 1975, 2001; see also Catalyst, 2007).”
Female Leadership Advantage and Disadvantage: Resolving the Contradictions (2007, background): “Because leaders are thought to have more agentic than communal qualities (Powell, Butterfield, & Parent, 2002; Schein, 2001), stereotypes about leaders generally resemble stereotypes of men more than stereotypes of women.”
Can Gender-Fair Language Reduce Gender Stereotyping and Discrimination? (2016, background): “…when supported by well-informed controversies and discussions, GFL will contribute even more to the reduction of gender stereotyping and discrimination and may thus function as another barometer for change (like the decrease in gender-stereotypical social perception of leadership, Schein, 2001).”
Perceived organizational barriers to women's career advancement in Lebanon (2010, background): “Such barriers still persist in today’s modern world and are unchallenged despite women’s higher educational attainment levels (Schein, 2001; Wood, 2008).”
Transformational, transactional, and laissez-faire leadership styles: a meta-analysis comparing women and men. (2003, positive): “People’s beliefs about leaders are thus more similar to their beliefs about men than women, as Schein (2001) demonstrated in her “think manager, think male” (p. 676) studies, which extend back to the early 1970s (Schein, 1973; see also Powell, Butterfield, & Parent, 2002).”
The queen bee phenomenon: Why women leaders distance themselves from junior women (2016, background): “Because stereotypes about the characteristics of successful leaders (i.e., agentic qualities) and the gender roles of women (i.e., communal qualities) are incongruent, women are at a disadvantage to achieve leadership positions (Eagly & Karau, 2002; Heilman, 2001; Schein, 2001).”
A Meta-Analysis of Gender Group Differences for Measures of Job Performance in Field Studies (2012, methodology): “Others have suggested that gender incongruity with the perceived role of managers could lead to lower ratings for female managers (e.g., Eagly & Karau, 2002; Schein, 2001) or that females are not perceived as positively as males are in terms of promotability (Lyness & Heilman, 2006).”
Are male leaders penalized for seeking help? The influence of gender and asking behaviors on competence perceptions (2015, background): “Favorable male leader evaluations are mostly attributed to similarities in descriptive stereotypes (beliefs about how group members behave) between the male gender role and the leader role (Brenner et al., 1989; Schein, 2001; Scott & Brown, 2006).”