Role congruity theory of prejudice toward female leaders.

By A. Eagly, Steven J. Karau. Psychology Review, 2002

6,255 citations recorded by the source corpus.

Subfields: Gender Studies, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/b00e3ba04fc4b0f601b4db6f0386d54abe710569

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

In Sociology and Political Science

Citations in the corpus

Rolling with the Changes: A Role Congruity Perspective on Gender Norms (2006, background): “For example, because the traditional female role is perceived to be inconsistent with the demands of leadership roles, women are less likely than men to be positively regarded when they display leadership behaviors (Eagly & Karau, 2002; Heilman, 2001).”
The Politics of Emotion in Everyday Life: “Appropriate” Emotion and Claims on Identity (2005, background): “In most workplaces the economical expressiveness of manly emotion is the standard, but women are valued when they conform to expectations of feminine warmth and nurturance (Eagly & Karau, 2002; Eagly, Mladinic, & Otto, 1991).”
Gender Bias in Leader Selection? Evidence from a Hiring Simulation Study (2011, background): “Most individuals in a position to hire applicants for high-status jobs are men ( Eagly and Karau 2002; Glick, et al. 1988).”
Engendering support: Hostile sexism predicts voting for Donald Trump over Hillary Clinton in the 2016 U.S. presidential election (2019, background): “First, hostile sexism targets women who break the status quo by, for example, seeking agentic leadership roles (e.g., Eagly & Karau, 2002).”
Stereotypes About Gender and Science (2016, background): “In addition, social roles that have been defined in very traditional masculine terms tend to elicit more prejudice against women (Eagly & Karau, 2002).”
The Paradox of Meritocracy in Organizations (2010, background): “In real settings, the performance evaluations themselves may also be affected by gender bias (Eagly and Karau, 2002; Biernat, 2003; Correll and Ridgeway, 2003).”
Gender, age and tenure as moderators of work-related stressors' relationships with job performance: A meta-analysis (2008, methodology): “Regarding the direct effect of gender on performance, based on the Role Congruity theory (Eagly & Karau, 2002), it was suggested that the degree to which women work in a heavily male-dominated environment is construed by them as a potential workplace stressor.”
More than meets the eye: The role of subordinates' self-perceptions in leader categorization processes☆ (2011, background): “Core to leader categorization theory is that the categorization process is assumed to directly feed into a perception of the target’s suitability for the leadership role (Eagly & Karau, 2002; Lord & Maher, 1991; D. van Knippenberg & Hogg, 2003).”
Girls and Women in Science, Technology, Engineering, and Mathematics (2014, background): “This is especially likely when individuals are being considered for professional leadership roles (Eagly & Karau, 2002).”
Stereotypical Inferences as Mediators of Age Discrimination: The Role of Competence and Warmth (2011, positive): “For example, discrimination against women, a group perceived as higher in warmth than in competence (Eagly and Mladinic, 1989), is less likely for jobs requiring communal qualities compared to jobs requiring task-oriented qualities (Eagly and Karau, 2002; Eagly and Sczesny, 2008).”
Is Stereotype Threat a Useful Construct for Organizational Psychology Research and Practice? (2014, background): “The existence of family-friendly policies may serve to encourage and reinforce stereotypes of women as caregivers (Eagly & Karau, 2002), which is particularly problematic in organizations, where caregiving is seen as incongruent with leadership roles (Liff & Ward, 2001).”
When men break the gender rules: Status incongruity and backlash against modest men. (2010, background): “Because agency is required of leaders, women face a Catch-22; they are viewed as unqualified to lead if they do not break the gender rules, but risk backlash when they do (Eagly & Karau, 2002).”