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dc.contributor.authorCabrera, Susan F.
dc.contributor.authorSauer, Stephen J.
dc.contributor.authorThomas-Hunt, Melissa C.
dc.description.abstractThis study examined how external evaluators' assessments of a management team and its leader are impacted by congruence between the leader's gender and the gender typing of the industry in which the team works. We experimentally tested our theory using industries that are either male typed or gender neutral, with teams led by male and female leaders. Results indicate that performance expectations for the team were more favorable when the leader's gender was congruent with the industry's gender typing, but expectations for the leader were not affected by gender congruence. These findings paradoxically suggest that evaluators form performance expectations for teams based upon individual characteristics of their leaders, even when these characteristics have no effect on the conscious assessments of the leaders themselves.
dc.rightsRequired Publisher Statement: © Wiley. Final version published as: Cabrera, S. F., Sauer, S. J., & Thomas-Hunt, M. C. (2009). The evolving manager stereotype: The effects of industry gender typing on performance expectations for leaders and their teams. Psychology of Women Quarterly, 33(4), 419-428. DOI: 10.1111/j.1471-6402.2009.01519.x. Reprinted with permission. All rights reserved.
dc.subjecthuman resources management
dc.titleThe Evolving Manager Stereotype: The Effects of Industry Gender Typing on Performance Expectations for Leaders and their Teams
dcterms.contributorCabrera, Susan F.: Cornell University
dcterms.contributorSauer, Stephen J.: Clarkson University
dcterms.contributorThomas-Hunt, Melissa C.: University of Virginia
dc.description.legacydownloadsFleming1_The_Evolving_Manager_Stereotype.pdf: 957 downloads, before Aug. 1, 2020.

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