Men's and Women's Perceptions of the Gender Typing of Management Subroles

By Leanne Atwater, J. Brett, David A. Waldman, Lesley A. DiMare, Mary Hayden. 2004

91 citations recorded by the source corpus.

How researchers see this paper

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

Women “Take Care,” Men “Take Charge”: Managers' Stereotypic Perceptions of Women and Men Leaders (2009, methodology): “This logic is also supported by Sczesny (2003) and Atwater et al. (2004) in particular, who found that motivating and inspiring was judged by a majority of undergraduates as more feminine than masculine in nature.”
“Think Athletic Director, Think Masculine?”: Examination of the Gender Typing of Managerial Subroles Within Athletic Administration Positions (2009, methodology): “Given the noted changes in perceptions of skills necessary to be successful mangers, it may be necessary to reassess the gender stereotyping of managerial subroles as reported by Atwater et al. (2004). The purpose of this research was to extend Atwater et al.”
Is Transformational Leadership Always Perceived as Effective? Male Subordinates' Devaluation of Female Transformational Leaders1 (2009, background): “This transformational leadership behavior has been identified as being stereotypically feminine (Atwater et al., 2004; Hackman et al., 1992).”
If You’re So Smart, Why Aren’t You the Boss? Explaining the Persistent Vertical Gender Gap in Management (2011, background): “Because of this stereotype, people expect managers to do things that are typically associated with masculinity, such as competing with peers, imposing their wishes on subordinates, behaving assertively, and standing out from the group (Miner 1993; Atwater et al. 2004).”