Managerial stereotypes over time:the rise of feminine leadership

PurposeA key obstacle to women’s advancement to managerial roles and leadership positions is the stereotype of the “good” manager, which is characterized by masculine traits. Although this gendered managerial stereotype has been very persistent over the past decades, Powell et al. (2021) recently showed that business students in the USA reported a decreased preference for masculine leadership traits and an increased preference for feminine leadership traits, resulting in a so-called “androgynous” manager profile that contains both masculine and feminine characteristics. This study aims to replicate Powell et al.’s (2021) findings among an older sample of working adults in The Netherlands.Design/methodology/approachThe present study tests for changes in the managerial stereotype in a sample of 5,542 Dutch employees across 2005, 2010 and 2020.FindingsIn line with Powell et al. (2021), the results confirm employees’ decreased preference for masculine and increased preference for feminine leadership traits in 2020 compared to 2005. Nevertheless, Dutch employees still favored masculine over feminine leadership traits in 2020, contrary to the findings by Powell et al. (2021).Practical implicationsThese observed changes in the managerial stereotype could prove to be an important step forward for women’s advancement to management and leadership positions.Originality/valueWith the present study, the authors demonstrate cross-cultural generalizability and conclude that the stereotype of a “good manager” is not only changing among US business students but also among working adults in The Netherlands. Overall, this study strengthens the observation that the stereotype of a “good manager” is becoming less gendered

Antecedents of leaders' power sharing:The roles of power instability and distrust

Although previous research has identified various beneficial consequences of power sharing, less research has examined antecedents of leaders’ power sharing. To address this gap, across five studies, the present research identifies important social and psychological barriers to leaders’ power sharing. Studies 1a, 1b, and 2 demonstrate that the instability of a leader’s power position undermines his or her power sharing. Study 3 then demonstrates that distrust acts as a key psychological mechanism that can explain this relationship. Then, in Study 4, we distinguish between two dimensions of distrust and examine the moderating role of subordinates’ seniority. We show that subordinates’ seniority moderates the indirect association between power instability and power sharing, via benevolence and ability distrust, such that this indirect relationship is more pronounced for relatively senior (compared to junior) subordinates. Overall, our findings provide valuable insights into when, why, and with whom leaders are more or less willing to share their power

Scanning tunneling microscopy and spectroscopy at low temperatures of the (110) surface of Te doped GaAs single crystals

We have performed voltage dependent imaging and spatially resolved spectroscopy on the (110) surface of Te doped GaAs single crystals with a low temperature scanning tunneling microscope (STM). A large fraction of the observed defects are identified as Te dopant atoms which can be observed down to the fifth subsurface layer. For negative sample voltages, the dopant atoms are surrounded by Friedel charge density oscillations. Spatially resolved spectroscopy above the dopant atoms and above defect free areas of the GaAs (110) surface reveals the presence of conductance peaks inside the semiconductor band gap. The appearance of the peaks can be linked to charges residing on states which are localized within the tunnel junction area. We show that these localized states can be present on the doped GaAs surface as well as at the STM tip apex.Comment: 8 pages, 8 figures, accepted for publication in PR

Rival or comrade? A systematic review and conceptual framework of when and why the powerful act prosocially or antisocially towards each other

We present a systematic review of the literature on power and its interpersonal consequences. Our review, comprising 339 studies published in 145 research articles, shows that this line of research has primarily examined how powerholders attend to and act towards powerless individuals, or others in general. We therefore know surprisingly little about how powerholders attend to and act towards other powerholders. To address this issue, we present a conceptual framework that outlines how an actor's power interacts with a target's power to influence prosocial and antisocial beliefs, attitudes, and behaviors. We identify two routes in the literature detailing how powerholders respond to one another. First, building on rivalry literature, we present a competitive route suggesting that powerholders rival each other and engage in conflict. Second, building on social identity and social dominance literature, we present a harmonious route suggesting that powerful peers will show compassion and care for each other. Finally, we bring forth suggestions for how future research could test these two perspectives, by presenting moderators that determine when each of these two routes is activated. In doing so, we offer important implications for the power literature and open a new line of inquiry for future research

Reaching the Top but not Feeling on Top of the World:Examining Women’s Internalized Power Threats

More and more women are breaking the glass ceiling to obtain positions of power. Yet with this rise, some women experience threats to their power. Here we focus on women’s perceived threats to the stability of their power and the degree to which women feel they do not deserve their power positions, as reflected in their impostor feelings. The present research identifies key workplace characteristics that are associated with these internalized power threats with survey data collected among 185 women in high-power positions. We find that negative workplace experiences (i.e., gender discrimination, denigrating treatment, lack of cultural fit, and lack of mentoring) are associated with a greater sense of power threat, which in turn relates to adverse workplace outcomes (i.e., reduced job satisfaction and increased emotional exhaustion and opting-out intentions). With this unique sample of high-powered women, our findings help illustrate the forces that make women experience power as precarious, thereby shedding light on the disadvantages these women face. We provide suggestions on how to reduce women’s internalized power threats

AdViSHE: A Validation-Assessment Tool of Health-Economic Models for Decision Makers and Model Users

Background: A trade-off exists between building confidence in health-economic (HE) decision models and the use of scarce resources. We aimed to create a practical tool provid

Cost-effectiveness and budget impact of a lifestyle intervention to improve cardiometabolic health in patients with severe mental illness

Introduction: This study assessed the cost-effectiveness and budget impact of a lifestyle intervention to improve cardiometabolic health in severe mentally ill (SMI) patients in the LION trial.Methods: Patients (n = 244) were randomized to receive either care-as-usual or a lifestyle intervention in which mental health nurses coached patients in changing their lifestyle by using a web tool. Costs and quality of life were assessed at baseline and at 6 and 12 months. Incremental costs per centimeter waist circumference (WC) lost and per Quality-Adjusted Life Year (QALY) gained were assessed. Budget impact was estimated based on three intervention-uptake scenarios using a societal and a third-party payer perspective.Results: Costs and reduction in WC were higher in the intervention (n = 114) than in the control (n = 94) group after 12 months, although not statistically significant, resulting in (sic)1,370 per cm WC lost. QALYs did not differ between the groups, resulting in a low probability of the intervention being cost-effective in cost/QALY gained. The budget impact analysis showed that for a reasonable participation of 43%, total costs were around (sic)81 million over 5 years, or on average (sic)16 million annually (societal perspective).Conclusions: The intervention is not cost-effective at 12 months and the budget impact over 5 years is substantial. Possibly, 12 months was too short to implement the intervention, improve cardiometabolic health, and reduce care costs. Therefore, the incentive for this intervention cannot be found in short-term financial advantages. However, there may be benefits associated with lifestyle interventions in the long term that remain unclear.</p