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Stereotyping Women in Leadership Positions: What We Know and What We Can Do About It

Author

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  • Adela Coman

    (Faculty of Administration and Business, University of Bucharest, Romania)

Abstract

Research on stereotypes and stereotyping (Acker, 1990; Bergeron, Block & Echtenkamp, 2006; Carton and Rosette, 2011; Heilman, 2012) has so far shown that female leaders, in particular, can experience increased threat when attempting leadership positions in organizations. In this article, I explore the many ways in which stereotypes can undermine women performance in leadership and I discuss the factors that may help women become less vulnerable when faced with negative stereotyping. These factors are analyzed at various levels – the individual, the organizational and the situational/contextual levels. In the end, I suggest some ways designed to increase women’s belief in their leadership abilities as well as some interventions meant to determine organizations to become “aware” of their unconscious biases when evaluating women job positions and performance.

Suggested Citation

  • Adela Coman, 2016. "Stereotyping Women in Leadership Positions: What We Know and What We Can Do About It," Manager Journal, Faculty of Business and Administration, University of Bucharest, vol. 24(1), pages 151-161, December.
    • Handle: RePEc:but:manage:v:24:y:2016:i:1:p:151-161
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    Cited by:

    1. Cristina Veith & Daniel Costea, 2019. "Industry 4.0 - A challenge or a risk for the involvement of women in management and business," Manager Journal, Faculty of Business and Administration, University of Bucharest, vol. 29(1), pages 91-98, December.

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