25 research outputs found
Gillende mannen, boze vrouwen: Backlash en het selectief onthouden
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Implicit self and affect regulation: Effects of sublimal self-activation and action orientation in an affective priming task
Status incongruity and backlash effects: Defending the gender hierarchy motivates prejudice against female leaders
Agentic female leaders risk social and economic penalties for behaving counter-stereotypically (i.e., backlash; Rudman, 1998), but what motivates prejudice against female leaders? The status incongruity hypothesis (SIH) proposes that agentic women are penalized for status violations because doing so defends the gender hierarchy. Consistent with this view, Study 1 found that women are proscribed from dominant, high status displays (which are reserved for leaders and men); Studies 2-3 revealed that prejudice against agentic female leaders was mediated by a dominance penalty; and in Study 3, participants' gender system-justifying beliefs moderated backlash effects. Study 4 found that backlash was exacerbated when perceivers were primed with a system threat. Study 5 showed that only female leaders who threatened the status quo suffered sabotage. In concert, support for the SIH suggests that backlash functions to preserve male dominance by reinforcing a double standard for power and control
Reinforcing the glass ceiling: The consequences of hostile sexism for female managerial candidates
Previous research has established that benevolent sexism is related to the negative evaluation
of women who violate specific norms for behavior. Research has yet to document the
causal impact of hostile sexism on evaluations of individual targets. Correlational evidence
and ambivalent sexism theory led us to predict that hostile sexism would be associated with
negative evaluations of a female candidate for a masculine-typed occupational role. Participants
completed the ASI (P. Glick & S. T. Fiske, 1996) and evaluated a curriculum vitae
from either a male or female candidate. Higher hostile sexism was significantly associated
with more negative evaluations of the female candidate and with lower recommendations
that she be employed as a manager. Conversely, higher hostile sexism was significantly associated
with higher recommendations that a male candidate should be employed as a manager.
Benevolent sexism was unrelated to evaluations and recommendations in this context. The
findings support the hypothesis that hostile, but not benevolent, sexism results in negativity
toward individual women who pose a threat to men’s status in the workplace