Why are women penalized for success at male tasks?: the implied communality deficit.

By M. Heilman, T. Okimoto. Journal of Applied Psychology, 2007

910 citations recorded by the source corpus.

Subfields: Gender Studies, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/d92e82651e69807e48933e134658a5078c6c833e

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

The queen bee phenomenon: Why women leaders distance themselves from junior women (2016, background): “…body of work on the backlash that women leaders experience when they show behavior that is incongruent with their gender role (Eagly & Karau, 2002; Heilman & Okimoto, 2007; Rudman & Phelan, 2008) strongly suggests that women leaders more generally (i.e., regardless of whether they show queen bee…”
Taking Gender into Account: Theory and Design for Women's Leadership Development Programs (2011, background): “Merely being a successful woman in a male domain can be regarded as a violation of gender norms warranting sanctions (e.g., Heilman & Okimoto, 2007).”
The Yin and Yang of entrepreneurship: Gender differences in the importance of communal and agentic characteristics for entrepreneurs' subjective well-being and performance (2019, background): “Next, previous research has chiefly focused on the negative consequences of displaying counterstereotypical characteristics (e.g., Heilman and Okimoto, 2007; Rudman, 1998) with relatively less consideration of situations in which incongruity may be advantageous, and has concentrated primarily on…”
Backlash effects for disconfirming gender stereotypes in organizations (2008, background): “Heilman and Okimoto (2007) found that when successful women managers were also described as communal they were rated as far more likeable than successful women managers for whom no communal information was provided.”
Gender, emotion and power in work relationships (2011, background): “…competence and power of womenwho hold male-typed jobs is more likely to be called into question than those holding female-typed jobs (Carli, 2001; Heilman & Okimoto, 2007), and the gender typing of the job may also affect the influence strategies used by women in the workplace (cf., Carli, 2001;…”
Diversity in organizations: Where are we now and where are we going? (2009, background): “Some external aspects of context are the national culture (Stone-Romero & Stone, 2007), occupation (Heilman & Okimoto, 2007), industry (Blum, Fields, & Goodman, 1994; Goodman, Fields, & Blum, 2003; Kochan et al., 2003), legal context (e.g., a Title VII lawsuit; Kalev, Dobbin, & Kelly, 2006),…”
Raising Doubt in Letters of Recommendation for Academia: Gender Differences and Their Impact (2018, result): “…differences in how doubt raisers affect an applicant are consistent with the broader literature on stigma (Crocker, Major, & Steele, 1998; Hebl, Tickle, & Heatherton, 2000) and more specifically the literature on sex bias in the workplace (e.g., see Heilman et al., 2004; Heilman & Okimoto, 2007).”
Negotiating the Gender Divide (2012, background): “Similarly, Heilman and Okimoto (2007) showed that a successful female manager was liked less and was seen as a less desirable boss relative to a similarly described male manager.”
Punishing female negotiators for asserting too much…or not enough: Exploring why advocacy moderates backlash against assertive female negotiators (2013, background): “…domains, such as leadership, through overt demonstrations of assertive behavior, they are socially sanctioned for violating feminine prescriptions that dictate how women ‘‘should’’ be behave (e.g., Eagly & Karau, 2002; Gill, 2004; Heilman & Okimoto, 2007; Rudman, 1998; Rudman & Glick, 2001).”
Gender stereotypes and workplace bias (2012, background): “Prescriptive gender stereotypes also designate ‘‘should nots’’ (Heilman, 2001; Heilman & Okimoto, 2007; Heilman et al., 2004).”
Women’s Managerial Aspirations (2014, background): “Second, when women do behave in ways more indicative of male traits that indicate career motivation, they will be judged harshly and found less socially acceptable than men who behave in this manner (Heilman & Okimoto, 2007; Jago & Vroom, 1982).”
Race matters for women leaders: Intersectional effects on agentic deficiencies and penalties (2016, neutral): “…a variety of traits and behaviors, such as assertiveness, competence, dominance, and self-promotion (e.g., Diekman, Brown, Johnston, & Clark, 2010; Heilman & Okimoto, 2007; Heilman, Wallen, Fuchs, & Tamkins, 2004; Jost & Kay, 2005; Madera, Hebl, & Martin, 2009; Okimoto & Brescoll, 2010; Rosette &…”