When are women willing to lead? The effect of team gender composition and gendered tasks
dc.contributor.author | Chen, J | |
dc.contributor.author | Houser, D | |
dc.date.accessioned | 2019-11-26T08:55:27Z | |
dc.date.issued | 2019-11-20 | |
dc.description.abstract | It is a well-documented phenomenon that a group's gender composition can impact group performance. Understanding why and how this phenomenon happens is a prominent puzzle in the literature. To shed light on this puzzle, we propose and experimentally test one novel theory: through the salience of gender stereotype, a group's gender composition affects a person's willingness to lead a group, thereby impacting the group's overall performance. By randomly assigning people to groups with varying gender compositions, we find that women in mixed-gender groups are twice as likely as women in single-gender groups to suffer from the gender stereotype effect, by shying away from leadership in areas that are gender-incongruent. Further, we provide evidence that the gender stereotype effect persists even for women in single-gender groups. Importantly, however, we find that public feedback about a capable woman's performance significantly increases her willingness to lead. This result holds even in male-stereotyped environments. | en_GB |
dc.identifier.citation | Vol. 30 (6), article 101340 | en_GB |
dc.identifier.doi | 10.1016/j.leaqua.2019.101340 | |
dc.identifier.uri | http://hdl.handle.net/10871/39795 | |
dc.language.iso | en | en_GB |
dc.publisher | Elsevier | en_GB |
dc.rights | © 2019. Open access under a Creative Commons license: https://creativecommons.org/licenses/by/4.0/ | en_GB |
dc.subject | Gender diversity | en_GB |
dc.subject | Team performance | en_GB |
dc.subject | Stereotype | en_GB |
dc.subject | Board | en_GB |
dc.title | When are women willing to lead? The effect of team gender composition and gendered tasks | en_GB |
dc.type | Article | en_GB |
dc.date.available | 2019-11-26T08:55:27Z | |
dc.identifier.issn | 1048-9843 | |
exeter.article-number | 101340 | en_GB |
dc.description | This is the final version. Available on open access from Elsevier via the DOI in this record. | en_GB |
dc.identifier.journal | The Leadership Quarterly | en_GB |
dc.rights.uri | https://creativecommons.org/licenses/by/4.0/ | en_GB |
dcterms.dateAccepted | 2019-10-09 | |
rioxxterms.version | VoR | en_GB |
rioxxterms.licenseref.startdate | 2019-11-20 | |
rioxxterms.type | Journal Article/Review | en_GB |
refterms.dateFCD | 2019-11-26T08:50:53Z | |
refterms.versionFCD | AM | |
refterms.dateFOA | 2020-01-20T10:59:06Z | |
refterms.panel | C | en_GB |
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Except where otherwise noted, this item's licence is described as © 2019. Open access under a Creative Commons license: https://creativecommons.org/licenses/by/4.0/