Counternormative impression management, likeability, and performance ratings: the use of intimidation in an organizational setting

By M. Bolino, W. H. Turnley. 2003

160 citations recorded by the source corpus.

Subfields: Gender Studies, Safety Research

View Paper: https://www.semanticscholar.org/paper/2c55f9dcc2268e98055670b62922c46a72a679a9

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Citations in the corpus

The impact of professional isolation on teleworker job performance and turnover intentions: does time spent teleworking, interacting face-to-face, or having access to communication-enhancing technology matter? (2008, methodology): “We used a four-item measure developed by Wayne and Liden (1995) and used by Bolino and Turnley (2003) to assess job performance ( .87).”
Negotiating the Gender Divide (2012, background): “…(Rudman & Glick, 1999), taskoriented speaking styles (Carli, LaFleur, & Loeber, 1995), authoritative leadership styles (Eagly, Makhijani, & Klonsky, 1992), criticism (Sinclair & Kunda, 2000), anger displays (Brescoll & Uhlmann, 2008), or intimidation tactics (Bolino & Turnley, 2003).”
The dynamics of warmth and competence judgments, and their outcomes in organizations (2011, background): “These NVBs shape not only how others see us but also how we see ourselves.”
Gender Differences in Impression Management in Organizations: A Qualitative Review (2007, background): “For instance, although some women learn to behave in a more assertive, masculinetyped manner (e.g., engaging in self-promotion rather than modesty), these kinds of impression management tactics are a violation of normative expectations based on gender roles and may lead to negative consequences rath”
A Multi-Level Review of Impression Management Motives and Behaviors (2008, background): “…in recent years researchers have begun to address new areas that had been largely ignored in the past, such as the use of IM tactics in combination (Bolino & Turnley, 2003b) or the way in which characteristics of IM targets might affect the effectiveness of such behavior (Hazer & Jacobson, 2003).”
Backlash effects for disconfirming gender stereotypes in organizations (2008, methodology): “Women leaders are also evaluated more negatively than male leaders when they use intimidation strategies as a method of accomplishing goals (Bolino & Turnley, 2003), or when they deliver discipline (Atwater, Carey, & Waldman, 2001; Brett, Atwater, & Waldman, 2005).”
Person–organization fit, OCB and performance appraisal: Evidence from matched supervisor–salesperson data set in a Spanish context☆ (2008, methodology): “The scale's reliability has been proven (alpha was 0.94) and it has been successfully used in previous research (e.g. Bolino & Turnley, 2003).”
A bed of thorns: Female leaders and the self-reinforcing cycle of illegitimacy (2016, background): “As we have seen, female leaders are highly penalized for asserting their authority in ways typical of autocratic leaders (Atwater et al., 2001; Bolino & Turnley, 2003; Brett et al., 2005; Sinclair & Kunda, 2000; von Hippel et al., 2011).”
Executive Job Demands: New Insights for Explaining Strategic Decisions and Leader Behaviors (2005, unknown): “…job interviews (e.g., Ellis, West, Ryan, & DeShon, 2002; McFarland, Ryan, & Kriska, 2003), in employee performance evaluations and assessments (Bolino & Turnley, 2003a; Vasilopoulos, Reilly, & Leaman, 2000), and among males versus females (Bolino & Turnley, 2003b; Singh, Kumra, & Vinnicombe, 2002).”
Competent Yet Out in the Cold: Shifting Criteria for Hiring Reflect Backlash Toward Agentic Women (2008, unknown): “…at all stages of women’s careers, including salary negotiations (Bowles, Babcock, & Lai, 2007; Janoff-Bulmann & Wade, 1996), performance evaluations (Bolino & Turnley, 2003; Brett, Atwater, & Waldman, 2005; Eagly, Makhijani, & Klonsky, 1992), and promotion decisions (Heilman, Block, Martell, &…”