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First published October 2007

Leadership Efficacy and Women Leaders' Responses to Stereotype Activation

Abstract

The role of leadership efficacy in women's reactance responses to stereotype-based leadership role expectations was examined in two laboratory studies. Participants, selected on the basis of leadership efficacy scores, served as leaders of ostensible three-person groups. Half were primed with the gender leadership stereotype. An immersive virtual environment designed for this research served as the leadership setting. Results indicated that the effects of stereotype activation on women leaders were moderated by leadership efficacy such that high efficacy leaders exhibited more positive, reactance responses (increased perceived performance, increased rated performance, greater domain identification, and higher well-being) than low efficacy leaders. Additionally, perceived performance mediated the domain identification and well-being effects of stereotype activation on high and low efficacy leaders.

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1.
1. Researchers have adopted varying labels for the distinction between the descriptive and prescriptive aspects of gender stereotypes. Eagly and Karau (2002) use role terminology, referring to the descriptive and injunctive aspects of gender roles, whereas others use stereotype terminology, referring to descriptive stereotypes, or gender stereotypes, and prescriptive stereotypes (Burgess & Borgida, 1999). This paper makes no distinction between the terms and uses them interchangeably.
2.
2. In this manuscript, priming the stereotype refers to the general operationalization of stereotype activation.
3.
3. Technology specifications: The head mounted display was a Virtual Research V8 HMD (a stereoscopic display with dual 680 horizontal by 480 vertical resolution LCD panels that refresh at 72 Hz). The optics of this display presented a visual stimulus subtending approximately 50 degrees horizontally by 38 degrees vertically. Perspectively correct stereoscopic images were rendered by a 450 MHz Pentium III dual processor computer with an Evans & Sutherland Tornado 3000 dual pipe graphics card, and these images were updated at an average frame rate of 36 Hz. The simulated viewpoint was continually updated by the participants' head movements. The orientation of the participant's head was tracked by a three-axis orientation sensing system (Intersense IS300, update rate of 150 Hz). The system latency, or the amount of delay between a participant's head motion and the resulting concomitant update in the HMD's visual display, was 65 ms maximum.
4.
4. During debriefing only four participants indicated suspicion that there were no other participants. Across both studies, analyses with and without suspicious participants yield similar results.
5.
5. These statistics were accurate at the time the experiment was conducted.
6.
6. Importantly, reverse causal effects cannot completely be ruled out. That is, oftentimes in mediational analyses if the mediator and the outcome variable are interchanged, the outcome seems to `cause' the mediator (Kenny, Kashy, & Bolger, 1998). Accordingly, in the present research interchanging perceived performance with the outcome variables yielded significant mediational effects. However, the plausibility of reverse causation is weakened by the experimental design in which the mediator was measured temporally prior to the outcome variables. The analyses in this manuscript focus on the causal paths based on a priori theoretical predictions.

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Article first published: October 2007
Issue published: October 2007

Keywords

  1. gender
  2. leadership
  3. reactance
  4. self-efficacy
  5. small groups
  6. stereotypes

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Crystal L. Hoyt
Jim Blascovich
University of California, Santa Barbara

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