여성 리더십과 성 고정관념 연구 동향

Abstract

While South Korea has experienced remarkable economic growth, it still ranks near the bottom globally in terms of gender equality. For instance, the number of female leaders, particularly in senior positions, remains significantly lower than that of their male counterparts at all levels of Korean society. Several studies suggest that this discrepancy is not due to women being less capable or performing less effectively as leaders than men, but rather stems from deeply ingrained social stereotypes surrounding women and their leadership abilities. Sex stereotyping involves generalizing characteristics of an entire group of women onto an individual simply because she is a woman. Stereotypes about ‘what women are like’ or ‘what women should be like’ can lead people to believe that women are unsuitable for leadership positions or to denigrate women leaders who defy gender stereotypes. These gender stereotypes can significantly impede women from attaining leadership positions and hinder their effective performance as leaders. Despite the rising participation of women in the workforce and the increasing number of women leaders in Korea, there remains a notable gap in research on women's leadership. Specifically, the majority of studies on women leaders have been conducted in non-management fields, such as women's studies, highlighting a crucial need for attention from the management community. This study aims to stimulate interest within the Korean business administration community in women's leadership and gender stereotypes. It seeks to accomplish this by thoroughly identifying recent empirical findings that address stereotypes associated with women's leadership. To achieve this objective, the study begins by scrutinizing theoretical frameworks elucidating the impact of sex stereotypes on women's leadership. Subsequently, we delve into global research trends on sex stereotypes and women's leadership, with a specific emphasis on empirical articles published in prominent international journals within the organizational behavior field over the last decade. A distinct chapter is dedicated to empirical papers published in South Korea. Finally, practical suggestions and future research directions are proposed.