The strong, sensitive type : Effects of gender stereotypes and leadership prototypes on the evaluation of male and female leaders

By Stefanie K Johnson, S. Murphy, Selamawit Zewdie, R. Reichard. 2008

497 citations recorded by the source corpus.

Subfields: Gender Studies, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/4be6738c4a75aa01b2025c5c1752c35039fba31e

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

1. A. Eagly
2. M. V. van Engen
3. S. Murphy
4. O. Epitropaki
5. Ashleigh Shelby Rosette
6. Stefanie K Johnson
7. Jennifer S. Mueller
8. R. David Lebel

In Sociology and Political Science

1. M. V. van Engen
2. O. Epitropaki
3. Thomas Sy
4. Stefanie K Johnson
5. Mary C. Johannesen-Schmidt
6. S. Murphy
7. A. Eagly
8. Ashleigh Shelby Rosette

Citations in the corpus

• The benefits of a long-lens approach to leader development: Understanding the seeds of leadership (2011, background): “As Johnson et al. (2008) demonstrated, whenwomen are overly communal (lack agentic behavior), they can be perceived as un-leader-like but when they are overly-agentic (lack communal behavior) they can be perceived as unwoman-like.”
• Are male leaders penalized for seeking help? The influence of gender and asking behaviors on competence perceptions (2015, background): “Leaderweakness was assessedwith an established three-itemmeasure of strength (e.g., “I think that [Mr./Ms.] Bennett is a strong leader; see Johnson et al., 2008) that we then reverse-coded to represent a measure of weakness.”
• Gender stereotyping effects on entrepreneurial self‐efficacy and high‐growth entrepreneurial intention (2013, background): “For example, Johnson and her colleagues found that all else being equal, women leaders were rated as less likeable and less effective than their male counterparts ( Johnson et al., 2008).”
• Does gender bias against female leaders persist? Quantitative and qualitative data from a large-scale survey (2011, background): “Stemming from this conflict between the feminine social role and the leadership role, role congruity theory predicts female leaders suffer two types of prejudice: descriptive and prescriptive (Eagly and Karau, 2002; Johnson et al., 2008).”
• Implicit Leadership and Followership Theories “in the wild”: Taking stock of information-processing approaches to leadership and followership in organizational settings (2013, background): “For example, Johnson et al. (2013) using neural networking found stress to lead to an increased activation of antiprototypical leadership schema dimensions such as Tyranny and Masculinity and deactivation of the schema dimension of Sensitivity.”
• Self-reliance: A Gender Perspective on its Relationship to Communality and Leadership Evaluations (2017, background): “However, in more longstanding relationships, people’s beliefs about their leader’s communalitymight diverge from these gender stereotypes (see Johnson et al., 2008).”
• Gender, emotion and power in work relationships (2011, background): “…that men who display positive female-typed emotions (e.g., nurturance, compassion and warmth) may be viewed as sensitive “renaissance men”, and may not receive the same level of negative sanctions as women who display male-typed emotions (e.g., confidence and pride) (e.g., Johnson et al., 2008).”