Female Leadership Advantage and Disadvantage: Resolving the Contradictions

By A. Eagly. 2007

933 citations recorded by the source corpus.

Subfields: Gender Studies, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/fdbeba8ab70a93087c7a1535e7045461d42f0fb7

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Citations in the corpus

Gender, emotion and power in work relationships (2011, background): “…a shift in gender-role expectations (e.g., Duehr & Bono, 2006; Twenge, 1997) and observe that expectations of effective leadership have also shifted to incorporate more female-typed attributes, such as warmth and compassion (e.g., Catalyst, 2006; Eagly, 2007; Sczesny, Bosak, Neff, & Schyns, 2004).”
Feminism and the Evolution of Sex Differences and Similarities (2011, background): “As another example, female advantage themes have emerged in leadership research whereby women are increasingly praised for having excellent leadership skills and, in fact, exceed men in manifesting leadership styles associated with effective managerial performance (see Eagly 2007).”
Leaning Out: How Negative Recruitment Experiences Shape Women’s Decisions to Compete for Executive Roles (2017, background): “Women are seen as a poor fit for organizational leadership roles given that the qualities stereotypically associated with femininity are viewed as being irrelevant to or even incompatible with the qualities desired of leaders (Eagly, 2007).”
Why and When Does the Gender Gap Reverse? Diversity Goals and the Pay Premium for High Potential Women (2017, background): “Alternatively, individualsmay stereotype high-potential women as warmer than high-potential men, and thus better suited for leadershippositions that require interpersonal skills (e.g., Eagly, 2007; Rosette & Tost, 2010).”
Culturally‐linked leadership styles (2010, neutral): “For instance, research in recent years has been aimed at a better and more thorough understanding of what makes an effective leader (Eagly et al., 2003; Eagly, 2007; Holt et al., 2009).”
Gender makes the difference: The moderating role of leader gender on the relationship between leadership styles and subordinate performance (2013, background): “For example, although Eastern cultures tend to have particularly strong expectations in regard to how males and females should behave, most Western societies, who do not have as strong an expectation, also prefer non-agentic women over agentic ones in leadership settings (Eagly, 2007).”
“Think Athletic Director, Think Masculine?”: Examination of the Gender Typing of Managerial Subroles Within Athletic Administration Positions (2009, background): “This research provides some support for work that indicates that more feminine managerial skills are valued in management and leadership positions (Duehr and Bono 2006; Eagly 2007) (e.”
MODELING HOW TO GROW: AN INDUCTIVE EXAMINATION OF HUMBLE LEADER BEHAVIORS, CONTINGENCIES, AND OUTCOMES (2012, background): “Future research should explore the possibility that the presence of external signs of authority mitigates the stereotypical biases against female (Eagly, 2007; Eagly & Karau, 2002; Ragins & Winkel, 2008) and minority (Rosette, Leonardelli, & Phillips, 2008) leaders.”
When Gender Matters: Macro-dynamics and Micro-mechanisms (2013, background): “In contrast, men may prefer male candidates because they assume that women are ideologically ‘‘too liberal’’ (Fulton and Ondercin 2012; Koch 2000, 2002; McDermott 1997, 1998), or because of antiquated beliefs about women and their proper place and role (Eagly 2004, 2007; Eagly and Karau 2002).”