Female first, leader second? Gender bias in the encoding of leadership behavior

By Kristyn A. Scott, Douglas J. Brown. 2006

257 citations recorded by the source corpus.

Subfields: Gender Studies, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/884ed773498751d751674ee1a85a2efe5da5e8cb

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Citations in the corpus

Women’s Managerial Aspirations (2014, background): “…that women today perceive both genders as equally likely to possess characteristics necessary for managerial careers, our finding suggests that perhaps little has changed in the area of gender stereotyping (Lueptow, Garovich-Szabo, & Lueptow, 2001; Scott & Brown, 2006)—even in women’s minds.”
More than meets the eye: The role of subordinates' self-perceptions in leader categorization processes☆ (2011, unknown): “…others whose attributes align less closely with leader prototypes (Eagly et al., 2002; Engle & Lord, 1997; Epitropaki & Martin, 2005; Heilman, Block, & Lucas, 1992; Nye & Forsyth, 1991; Ridgeway, 2001; Rosette, Leonardelli, & Phillips, 2008; Scott & Brown, 2006; cf. also Conger & Kanungo, 1987).”
Gender-Bias Primes Elicit Queen-Bee Responses Among Senior Policewomen (2011, methodology): “…was assessed by measuring feminine and masculine self-descriptions on separate four-item scales (feminine: e.g., “I am a caring/compassionate/sensitive/understanding leader”; α = .74; masculine: e.g., “I am a charismatic/ dedicated/determined/intelligent leader”; α = .50; Scott & Brown, 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).”
The X-factor: On the relevance of implicit leadership and followership theories for leader–member exchange agreement (2009, background): “Reaction time experiments have substantiated this reasoning in that they show that people find it harder to activate respective leader schema and behavioural scripts when they perceive discrepancies between an actual leader and their leader prototype (Lord et al, 1984 ; Scott & Brown, 2006 ).”
Gender makes the difference: The moderating role of leader gender on the relationship between leadership styles and subordinate performance (2013, background): “Therefore, our findings, together with Scott and Brown’s (2006), could lead to the conclusion that it is natural for subordinates to focus on leadership behaviors in view of gender roles.”
Getting Explicit About the Implicit (2012, background): “…evaluation apprehension is likely, such as measuring satisfaction with one’s job or supervisor in a study sponsored by the organization (Leavitt, Fong, et al., 2011), when assessing personality in selection settings (James, 1998), or when reporting race and gender attitudes (Scott & Brown, 2006).”
What Have We Learned That Is Critical in Understanding Leadership Perceptions and Leader-Performance Relations? (2014, background): “Perceptually, prototypical attributes are accessed very quickly in ILTs (Dinh & Lord, 2013; Scott & Brown, 2006) and thereby create the feeling of having been observed even when they were not actually present (Foti & Lord, 1987; Phillips & Lord, 1982).”
Leadership During Crisis: An Examination of Supervisory Leadership Behavior and Gender During COVID-19 (2021, background): “…three behaviors they thought were most important for their supervisor to demonstrate when managing the present crisis (i.e., work from home management, health/safety management, or layoff/furlough management) from the same list of agentic and communal behaviors (adapted from Scott & Brown, 2006) .”
Gender, emotion and power in work relationships (2011, background): “…evaluations as their male counterparts (cf., Anderson, Lievens, van Dam, & Born, 2006; Catalyst, 2007; Eagly & Sczesny, 2009; Johnson et al., 2008; Scott & Brown, 2006), future research could examine how shifts in gender expectations impact the evaluation of emotion in relationships with leaders,…”
Reconsidering the accuracy of follower leadership ratings (2015, background): “Likewise, raters are less likely to recognize agentic behavior or endorse behaviors typically associated with leaders when the target is female rather than male (Martell, 1996; Scott & Brown, 2006).”