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| Type | Conference Presentation |
| Scope | Discipline-based scholarship |
| Title | Team intervention for gender equality in responses to leadership: Evidence from a randomized field experiment |
| Organization Unit | |
| Authors |
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| Presentation Type | other |
| Item Subtype | Original Work |
| Refereed | No |
| Status | Published in final form |
| Language |
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| Event Title | Organizational Behavior Brownbag |
| Event Type | other |
| Event Location | University of Lausanne |
| Event Start Date | February 25 - 2016 |
| Event End Date | February 25 - 2016 |
| Abstract Text | Prototypicality can be benchmarked according to the leader (i.e., attributes that characterize “leaders”) or the group (i.e., attributes that characterize the follower group), and is a key determinant of leadership effectiveness. Given that these benchmarking processes are often biased in favor of men, paired with the persistent lack of women leaders, we examine if gender-related group prototypes can trump gender-related leader prototypes, restoring gender equality in responses to leadership. In a randomized field experiment with 35 teams, we manipulated leaders’ group prototypicality via group gender demography with male majority (20% women) and gender-balanced (50% women) teams. Leaders received two days of training. Then, we examined followers’ ratings of leader prototypicality after spending 6 hours together, as well as followers' subsequent behavior 3 months later as a proxy for leadership effectiveness. As expected, leader gender predicts leader prototypicality and indirectly predicts leadership effectiveness via leader prototypicality, effects are larger in male majority teams than in gender-balanced teams. Importantly, these effects occured despite no differences in leaders' self-reported prototypicality before or after the event, leading male majority or gender-balanced teams. Our findings support the social identity model of organizational leadership and indicate a boundary condition of role congruity theory. This evidence bolsters our need for a more social relational or context-based approach to leadership, promoting team construction as a method to “fix the game” for gender equality in responses to leadership without backlash towards women leaders. |
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