FLATTERY WILL GET YOU EVERYWHERE (ESPECIALLY IF YOU ARE A MALE CAUCASIAN): HOW INGRATIATION, BOARDROOM BEHAVIOR, AND DEMOGRAPHIC MINORITY STATUS AFFECT ADDITIONAL BOARD APPOINTMENTS AT U.S. COMPANIES

By James D. Westphal, Ithai Stern. 2007

342 citations recorded by the source corpus.

Subfields: Accounting, Gender Studies, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/5c7b373a2b03f357dbd3fa0b34f7fc0b5602292f

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Citations in the corpus

Too Unsafe to Monitor? How Board–CEO Cognitive Conflict and Chair Leadership Shape Outside Director Monitoring (2020, background): “The participation agreement ensured the participants that we would maintain the confidentiality of their responses and that only the researchers would be able to match the responses to individual directors (Westphal & Stern, 2007).”
A Multi-Level Review of Impression Management Motives and Behaviors (2008, background): “In two articles, Westphal and Stern (2006, 2007) addressed the role of IM tactics in the context of corporate board appointments.”
The Monitoring Role of Female Directors Over Accounting Quality (2017, background): “The alternative view also has some merit, and given discrimination, female directors may in fact be worse monitors if, for example, they have less expertise (Ahern and Dittmar, 2012) or lower incentives to monitor (Westphal and Stern, 2007).”
AN EXAMINATION OF WHETHER AND HOW RACIAL AND GENDER BIASES INFLUENCE CUSTOMER SATISFACTION (2010, background): “…from studies showing that women in leadership roles are rated lower than men in similar roles (Eagly, Makhijani & Klonsky, 1992) and that ethnic minorities and women are rewarded less than whites and males for exhibiting the same advice-giving or ingratiatory behaviors (Westphal & Stern, 2007).”
Recategorization into the In-group (2014, background): “We consider multiple demographic characteristics that are salient among boards of directors, including gender, age, ethnicity, education, functional background, top executive experience, and industry background (Hillman, Cannella, and Harris, 2002; Westphal and Stern, 2007).”
Master of Puppets: How Narcissistic CEOs Construct Their Professional Worlds (2017, background): “…their accountability for poor performance by flattering themandwithholding critical review—that is, are “yes” men and women—and by engaging in ingratiation and flattery—for example, expressing agreement on strategic issues or complimenting them on personal accomplishments (Westphal & Stern, 2007).”
Assessing Managerial Power Theory (2015, neutral): “…some research has moved beyond collecting and analyzing easily accessible secondary data by collecting primary data (e.g., O’Reilly & Main, 2010; Westphal & Stern, 2007) and by combining these with secondary data (e.g., McDonald, Khanna, & Westphal, 2008), clearly much work remains to be done.”
Stealthy Footsteps to the Boardroom: Executives' Backgrounds, Sophisticated Interpersonal Influence Behavior, and Board Appointments (2010, methodology): “Westphal and Stern (2006, 2007) hypothesized and found that top managers who engaged in high levels of fl attery and opinion conformity toward the CEO were more likely to receive board appointments at other fi rms where the CEO served as director.”
Does Diversity-Valuing Behavior Result in Diminished Performance Ratings for Non-White and Female Leaders? (2017, background): “…showing that minority and women leaders can gain access to the upper echelons of organizations through ingratiating themselves to incumbents (Westphal & Stern, 2006, 2007), downplaying their differences from incumbents (Zhu et al., 2014), and engaging in modern sexism (Watkins et al., 2006).”