Female leaders' social network structures and managerial performance: The moderating effects of promotional orientation and climate for inclusion

Leaders' managerial performance is influenced not only by their attributes and leadership styles but also by their social network structures. This study examines the effect of female leaders' in-degree centrality on their managerial performance and how the relationship is moderated by leaders' regulatory focus and workplace climate for inclusion. Hereby, we used survey data of 340 female leaders working in multinational organizations and managerial performance ratings by their supervisors. Results showed that the leaders' in-degree centrality positively related to their managerial performance and that a high climate for inclusion increases this relationship, whereas female leaders' promotional orientation did not. However, when the climate for inclusion was high, female leaders' promotional orientation positively related to managerial performance. This study reveals that female leaders' feeling of inclusion at a workplace complements their promotional orientation and augments the effect of network structures on managerial performance. Our findings provide new prospects for future studies to examine a leader's managerial performance by incorporating social, relational, and structural contexts. This study contributes to women's leadership and social network literature by explaining the boundary conditions that enhance female leaders' managerial performance.

I am one of you! Team prototypicality as a facilitator for female leaders

In the present study, we complement role congruity theory with insights from the Social Identity Model of Leadership. We propose that especially female leaders benefit from team prototypicality, i.e., being representative of the group they are leading. We assume that team prototypicality shifts the comparative frame away from higher-order categories like gender and leader roles to more concrete team-related properties and thereby reduces disadvantages for female leader that stem from the incongruity between the leader role and the female gender role stereotypes. Further, this effect should affect both (female) leaders themselves and their perception by their followers. Building on previous research, we predict, first, lower authentic leadership behavior for female than male leaders. Second, that team prototypicality positively relates to authentic leadership and trust in leader. Third, that team prototypicality has stronger relations to authentic leadership and trust in leader for female compared to male leaders. We tested assumptions in a randomized online experiment (Study 1, N = 315) and a cross-sectional survey study (Study 2, N = 300). We did not find consistent support for the assumed gender differences in authentic leadership. But our results (both in manifest and in latent analyses) show that team prototypicality—both self-perceived (Study 1) and as perceived by employees (Study 2)—is related to more authentic leadership and more trust in leader (Study 2) and that these relations are stronger for female than for male leaders. Furthermore, we tested in Study 2 an extended model including follower’s job satisfaction as the final follower outcome affected via team prototypicality, leader gender, authentic leadership, and trust in leader. Thereby, we found that team prototypicality has direct and indirect effects on job satisfaction as carried through authentic leadership and trust in leader, respectively. Together, the results of both studies support our assumptions and show that female leaders can reduce role incongruity barriers through high team prototypicality. Implications for future research and practical implications of these results for gender equality are discussed.

Gendered share of housework and the COVID-19 pandemic: Examining self-ratings and speculation of others in Germany, India, Nigeria, and South Africa

This cross-sectional study examined gender differences between male- and female-typed housework during the early COVID-19 lockdowns in 2020. Participants in Germany, India, Nigeria, and South Africa (N = 823) rated their housework share before and during the lockdown, then speculated about the division of housework performed by men and women in general, before and post-lockdown. Women spent more time on female-typed tasks and men (in Nigeria and South Africa) on male-typed tasks before and during the lockdown. Irrespective of participants' gender, they speculated that men's and women's housework was more pronounced post-lockdown than before, but we only found gender differences in South Africa and India. Gender role ideology (GRI) moderated the gender‒housework relationship in Germany, but gender did not moderate the paid work hours and housework relationship in any country. Our findings suggest that gendered housework persisted in these countries and raises concerns that this pattern is likely to continue post-lockdown.

Reducing the Cost of Being the Boss: Authentic Leadership Suppresses the Effect of Role Stereotype Conflict on Antisocial Behaviors in Leaders and Entrepreneurs

What drives entrepreneurs to engage in antisocial economic behaviors? Without dismissing entrepreneurs’ agency in their decision-making processes, our study aims to answer this question by proposing that antisocial economic behaviors are a dysfunctional coping mechanism to reduce the psychological tension that entrepreneurs face in their day-to-day activities. Further, given the overlap between the male gender role stereotype and both leader and entrepreneur role stereotypes, this psychological tension should be stronger in female entrepreneurs (or any person who identifies with the female gender role). We argue that besides the well-established female gender role – leader role incongruence, female entrepreneurs also suffer a female gender role – entrepreneur role incongruence. Thus, we predicted that men (or those identifying with the male gender role) or entrepreneurs (regardless of their gender identity) that embrace these roles stereotypes to an extreme, are more likely to engage in antisocial economic behaviors. In this context, the term antisocial economic behaviors refers to cheating or trying to harm competitors’ businesses. Finally, we predicted that embracing an authentic leadership style might mitigate this effect. We tested our predictions in two laboratory studies (Phase 1 and 2). For Phase 1 we recruited a sample of French Business school students (N = 82). For Phase 2 we recruited a sample of Costa Rican male and female entrepreneurs, using male and female managers as reference groups (N = 64). Our results show that authentic leadership reduced the likelihood of entrepreneurs and men of engaging in antisocial economic behaviors such as trying to harm one’s competition or seeking an unfair advantage.

The Role of Individual Differences in Cyber Dating Abuse Perpetration

There is a growing research interest in cyber dating abuse (CDA). CDA includes abusive online behavior toward a current or former intimate partner, such as aggression, control, harassment, and humiliation. Despite the potential overlap and reciprocal relationship of CDA and intimate partner violence, there remains considerable paucity in research exploring predictors of this abusive online behavior. In the current study, we adopt the General Aggression Model framework and explore the role of gender, hegemonic masculinity, vulnerable narcissism, and sexual aggression myths to predict perpetration of CDA. Participants (N = 415, 51 percent women; Mage = 32.68 years) were recruited via social media advertisements and completed an anonymous, confidential online questionnaire. The questionnaire comprised the Conformity to Masculine Roles Norms Inventory, the Hypersensitive Narcissism Scale, the Acceptance of Modern Myths About Sexual Aggression Scale, and a modified Cyber Aggression in Relationships Scale. A hierarchical regression analysis indicated that hegemonic masculinity, vulnerable narcissism, and sexual aggression myths were all significant positive predictors of perpetrating CDA. As gender was a significant predictor until the inclusion of these variables, a multiple mediation analysis was performed, indicating that both hegemonic masculinity and sexual aggression myths fully mediated the relationship between gender and perpetrating CDA. These results add to the growing body of research exploring how CDA emerges as a behavior and highlight possible implications for management and intervention.