Are leader stereotypes masculine? A meta-analysis of three research paradigms.

By Anne M. Koenig, A. Eagly, Abigail A. Mitchell, Tiina Ristikari. Psychological bulletin, 2011

1,594 citations recorded by the source corpus.

Subfields: Gender Studies, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/b2650126e807ea06514fdc9f95b128846c87046e

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Citations in the corpus

Are (male) leaders feminine enough? Gendered traits of identity as mediators of sex differences in leadership styles (2012, background): “The need to promote stereotypically feminine identity traits on the part of male leaders is important in the practice since many organizations are male-dominated fields where avoidance of stereotypically feminine characteristics is common (Eagly and Carli, 2007; Koenig et al., 2011; Powell, 2011).”
Managerial Gender Diversity and Firm Performance (2016, neutral): “For example, masculine qualities and behaviors are frequently viewed as positive attributes to reach upper levels of management (Koenig et al., 2011).”
Shifting Standards: How Voters Evaluate the Qualifications of Female and Male Candidates (2020, background): “Conversely, being male is congruent with serving in political leadership roles (Koenig et al. 2011).”
Stereotypes About Gender and Science (2016, methodology): “The most commonly used and well-established method for assessing gender bias against female leaders is the think manager-think male paradigm (see Koenig et al., 2011), developed by Schein (1973).”
Professional Image Maintenance: How Women Navigate Pregnancy in the Workplace (2015, background): “Instead, much of this research has focused on pregnancy as a stigma (e.g., Morgan et al., 2013), internal identity issues associated with becoming pregnant (e.g., Ladge et al., 2012), and identity management (e.g., Jones & King, 2014; Jones et al., in press).”
A Female Style in Corporate Leadership? Evidence from Quotas (2013, neutral): “Traditional stereotypes associate corporate leadership with masculinity (Koenig et al. 2011) and with masculine traits, such as power, confidence, aggression, and objectivity (Offermann and Beil 1992). Rather than adopting characteristically male behavior, there is evidence in the management literat”
Gender Differences in Leadership Role Occupancy: The Mediating Role of Power Motivation (2014, background): “…have rather expected equalization in power motivation given the profound societal changes and the fact that the overlap between the female role and the leadership role has substantially increased (the leadership role increasingly includes feminine relational characteristics; Koenig et al. 2011).”
Gender Differences in the Impact of Leadership Styles on Subordinate Embeddedness and Job Satisfaction (2014, background): “Given that both male and female subordinates are likely to view agentic behaviors as a key part of leadership (Koenig et al., 2011), it is possible that male and female subordinates will expect and value contribution.”
The Positive Consequences of Negative Stereotypes (2014, neutral): “jobs that require leadership skills (Koenig et al. 2011).”
How and When Humble Leadership Facilitates Employee Job Performance: The Roles of Feeling Trusted and Job Autonomy (2020, background): “First, these two studies contribute to the leadership perspective which challenges the notion that leaders should be perceived as masculine, authoritarian, and dominant (Koenig et al., 2011; Lord et al., 1986).”