Social resources at a time of crisis: How gender stereotypes inform gendered leader evaluations

Floor Rink*, Michelle K. Ryan, Janka I. Stoker

*Corresponding author for this work

Research output: Contribution to journalArticleAcademicpeer-review

28 Citations (Scopus)

Abstract

Research suggests that women are more likely than men to be selected for leadership positions when organizations are in a performance crisis, a phenomenon labeled the glass cliff. Two scenario studies demonstrate that the glass-cliff effect is attenuated when organizational stakeholders support the decision to appoint a new leader (i.e., indicating that the new leader can rely on social resources). The glass-cliff effect remains when this decision is not fully supported (i.e., indicating that the new leader is unable to rely on social resources). This moderation seems driven by beliefs that men are more likely to possess agentic leadership traits and women more communal leadership traits. When there is no performance crisis, these gendered beliefs are less influential, and thus, social resources do not inform people's leader evaluations. Copyright (c) 2013 John Wiley & Sons, Ltd.

Original languageEnglish
Pages (from-to)381-392
Number of pages12
JournalEuropean Journal of Social Psychology
Volume43
Issue number5
DOIs
Publication statusPublished - Aug-2013

Keywords

  • GLASS-CLIFF
  • CHARISMATIC LEADERSHIP
  • WOMEN
  • POSITIONS
  • IDENTITY
  • MANAGEMENT
  • WORK
  • PERFORMANCE
  • FOLLOWERS
  • TURNOVER

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