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Leadership Diversity: Effects of Counterstereotypical Thinking on the Support for Women Leaders under Uncertainty
Author(s) -
Randsley de Moura Georgina,
Leicht Carola,
Leite Ana C.,
Crisp Richard J.,
Gocłowska Małgorzata A.
Publication year - 2018
Publication title -
journal of social issues
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.618
H-Index - 122
eISSN - 1540-4560
pISSN - 0022-4537
DOI - 10.1111/josi.12262
Subject(s) - preference , certainty , diversity (politics) , social psychology , psychology , leadership style , context (archaeology) , politics , political science , economics , paleontology , philosophy , epistemology , law , biology , microeconomics
Despite societal shifts, women are still underrepresented in leadership positions. Previous research has found that women are often placed in risky and precarious leadership positions. This is likely to be the case when the context (economic, social, political) is uncertain. This article investigates (1) the support given to women leaders with leadership styles that are congruent or not with gender stereotypes, under uncertainty (Study 1) and (2) the role of counterstereotypical thinking in strengthening the support for women leaders who are role congruent (vs. incongruent) under uncertainty (Study 2). Study 1 found a preference for strong, role incongruent women leaders in times of uncertainty (vs. certainty). Study 2 found that this preference can be attenuated and role congruent women leaders perceived as more effective following a counterstereotypical thinking intervention that challenge participants’ social cognitive processing styles. We discuss applied implications regarding how to effectively promote diversity in leadership.