Factors Relating to Managerial Stereotypes: The Role of Gender of the Employee and the Manager and Management Gender Ratio

Several studies have shown that the traditional stereotype of a "good" manager being masculine and male still exists. The recent changes in the proportion of women and female managers in organizations could affect these two managerial stereotypes, leading to a stronger preference for feminine characteristics and female leaders. This study examines if the gender of an employee, the gender of the manager, and the management gender ratio in an organization are related to employees' managerial stereotypes. 3229 respondents working in various organizations completed an electronic questionnaire. The results confirm our hypotheses that, although the general stereotype of a manager is masculine and although most prefer a man as a manager, female employees, employees with a female manager, and employees working in an organization with a high percentage of female managers, have a stronger preference for feminine characteristics of managers and for female managers. Moreover, we find that proximal variables are much stronger predictors of these preferences than more distal variables. Our study suggests that managerial stereotypes could change as a result of personal experiences and changes in the organizational context. The results imply that increasing the proportion of female managers is an effective way to overcome managerial stereotyping. This study examines the influence on managerial stereotypes of various proximal and distal factors derived from theory among a large group of employees (in contrast to students)

Not competent enough to know the difference? Gender stereotypes about women’s ease of being misled predict negotiator deception

We examined whether gender differences in the perceived ease of being misled predict the likelihood of being deceived in distributive negotiations Study 1 ( N= 131) confirmed that female negotiators are perceived as more easily misled than male negotiators This perception corresponded with perceptions of women's relatively low competence Study 2 ( N= 328) manipulated negotiator gender, competence and warmth and found that being perceived as easily misled via low competence affected expectations about the negotiating process, including less deception scrutiny among easily misled negotiators and lower ethical standards among their negotiating counterparts This pattern held true regardless of buyer and seller gender Study 3 ( N= 298) examined whether patterns of deception in face-to-face negotiations were consistent with this gender stereotype As expected, negotiators deceived women more so than men, thus leading women into more deals under false pretenses than me