Role Congruity Theory Research Articles

A Change Will Do Us Good: Threats Diminish Typical Preferences for Male Leaders

The current research explores role congruity processes from a new vantage point by investigating how the need for change might shift gender-based leadership preferences. According to role congruity theory, favorability toward leaders results from alignment between what is desired in a leadership role and the characteristics stereotypically ascribed to the leader. Generally speaking, these processes lead to baseline preferences for male over female leaders. In this research, the authors propose that a shift in gender-based leadership preferences will emerge under conditions of threat. Because the psychological experience of threat signals a need for change, individuals will favor candidates who represent new directions in leadership rather than consistency with past directions in leadership. Specifically, they find that threat evokes an implicit preference for change over stability (Experiment 1) and gender stereotypes align women with change but men with stability (Experiments 2a and 2b). Consequently, the typical preference for male leaders is diminished, or even reversed, under threat (Experiments 3 and 4). Moreover, the shift away from typical gender-based leadership preferences occurs especially among individuals who highly legitimize the sociopolitical system (Experiment 4), suggesting that these preference shifts might serve to protect the underlying system.

Perceptions of Gender in Athletic Administration: Utilizing Role Congruity to Examine (Potential) Prejudice Against Women

Based on the tenets of role congruity theory, the current study examined the unequal representation of men and women in athletic administration positions. A total of 158 female and 118 male (n = 276) athletic administrators evaluated a male or female candidate for an athletic director, compliance director, or life skills director position within athletics. Participants indicated no significant differences in masculine ratings of male or female candidates and significant differences in feminine ratings for female candidates in the life skills position. Male and female candidates were perceived as similar in potential and likely success in all positions. Finally, the female candidate was evaluated as significantly less likely to be offered the athletic director position when compared with the male candidate.

What Will I Be? Exploring Gender Differences in Near and Distant Possible Selves

We investigated whether the possible selves of men and women align with the gender-differentiated social roles that are projected to vary across the lifespan. Across two studies (Study 1: N = 211 and Study 2: N = 314) of college students in the Midwestern U.S., we found that gender differences in possible selves were larger when projected into the distant future (e.g., 10–15 years) than the near future (1 year). In addition, the relationship between career and family possible selves varied depending on gender and temporal distance, with a tradeoff between career and family observed primarily among women and for distant possible selves (Study 1). Supporting role congruity theory, both genders hoped for role-congruent selves but feared role-incongruent selves (Study 2).

National Collegiate Athletic Association Division I Football Players' Perceptions of Women in the Athletic Training Room Using a Role Congruity Framework

Previous researchers have demonstrated that male and female athletes feel more comfortable with treatment by a same-sex athletic trainer for sex-specific injuries and conditions. To address football players' comfort with care provided by same-sex and opposite-sex athletic trainers for sex-specific and non-sex-specific injuries and conditions through the lens of role congruity theory. Cross-sectional study for the quantitative data and qualitative study for the qualitative data. Two National Collegiate Athletic Association Division I Football Bowl Series university football programs. Male football players within the 2 university programs. We replicated existing methods and an existing survey to address male football players' comfort levels. Additionally, an open-ended question was used to determine male football players' perceptions of female athletic trainers. Paired-samples t tests were conducted to identify differences between the responses for the care given by a male athletic trainer and for the care given by a female athletic trainer. Three categories were analyzed: general medical conditions, psychological conditions, and sex-specific injuries. The qualitative data were coded and analyzed using content analysis. Male football players were more comfortable with treatment by a male athletic trainer (mean = 3.61 +/- 1.16) for sex-specific injuries and conditions than they were with treatment by a female athletic trainer (mean = 2.82 +/- 1.27; P < .001). No significant results were found for comfort with overall psychological conditions, although a female athletic trainer was preferred over a male athletic trainer for the treatment of depression (mean = 3.71 +/- 1.07 versus mean = 3.39 +/- 1.16, respectively; P < .001). Qualitative data provided support for role congruity theory. Both quantitative and qualitative evidence were provided for the support of role congruity theory.

Agentic women and communal leadership: How role prescriptions confer advantage to top women leaders.

The authors contribute to the ongoing debate about the existence of a female leadership advantage by specifying contextual factors that moderate the likelihood of the emergence of such an advantage. The investigation considered whether the perceived role incongruence between the female gender role and the leader role led to a female leader disadvantage (as predicted by role congruity theory) or whether instead a female leader advantage would emerge (as predicted by double standards and stereotype content research). In Study 1, it was only when success was internally attributed that women top leaders were evaluated as more agentic and more communal than men top leaders. Study 2 showed that the favorable ratings were unique to top-level positions and further showed that the effect on agentic traits was mediated by perceptions of double standards, while the effect on communal traits was mediated by expectations of feminized management skills. Finally, Study 2 showed that top women leaders were evaluated most favorably on overall leader effectiveness, and this effect was mediated by both mediators. Our results support the existence of a qualified female leadership advantage.

Gender, Language, and Social Influence: A Test of Expectation States, Role Congruity, and Self-Categorization Theories

This study compares self-categorization, expectation states, and role congruity theories' explanations for female influence. Male and female participants (N = 267) listened to a recording of a female speaker who used either tentative or assertive language under conditions that led participants to categorize her as a woman or as college-educated. There was no evidence that women were differentially influenced by the speaker's linguistic style or by the categorization. Men, however, were more influenced by the tentative speaker when she was categorized as a woman than as a college student. Men were more influenced by an assertive than tentative speaker when the speaker was categorized as a college student. Mediational findings provided evidence for self-categorization and expectation states, but not role congruity, processes.

Investigating attractiveness in the hiring process of female athletes

PurposeThe purpose of this paper is to investigate the influence of attractiveness on perceptions of female athletes' potential success in managerial positions using role congruity as the theoretical framework.Design/methodology/approachUsing a simulated employment evaluation, participants (n=68 male, n=121 female) were asked to evaluate the résumé of either an attractive female athlete or an unattractive female athlete for an entry‐level management position in a sport organization. Participants evaluated the athlete on hiring recommendations, competence, and anticipated liking for the applicant.FindingsAnalysis of the data indicated that attractive‐looking athletes had a significant advantage over unattractive‐looking athletes on all dependent measures. Athletes perceived to be unattractive were more harshly evaluated for entry‐level managerial positions.Research limitations/implicationsThe unattractive‐looking female athletes in this study may have been perceived as having both the masculine characteristics of athlete in addition to appearing to be less feminine. This combination of the masculine role of athlete, heightened by a less‐feminine appearance (i.e. unattractive‐looking), may have negatively impacted the unattractive‐looking female athletes in this study, providing further support that when women demonstrate characteristics considered to violate appropriate gender roles, they will be punished for such violations. These findings are a potential addition to role congruity theory in that backlash was occurring as a result of violating two roles; being both athletic and less attractive.Originality/valueThis study was the first to explore if the influence of perceived attractiveness on hiring preferences for female athletes applying for management positions was similar to the influence of attractiveness as reported in research that has examined this influence for women in social and managerial settings. The results of the current study indicated female athletes that are perceived as unattractive must walk the tightrope of being masculine, but not too masculine.

“Think Athletic Director, Think Masculine?”: Examination of the Gender Typing of Managerial Subroles Within Athletic Administration Positions

To examine the influence of gender stereotyping of administration positions in intercollegiate athletics, the present study evaluated the gender typing of managerial subroles by undergraduate and graduate sport management students from two northeastern universities in the U.S. (59 women, 189 men). Participants indicated importance of managerial subroles for the positions of athletic director, life skills coordinator, and compliance coordinator. Participants rated masculine managerial subroles as most important for athletic director, however feminine managerial subroles were rated of similar importance for both the life skills coordinator and the athletic director. There were no differences between women and men on evaluation of the importance of managerial subroles across all positions. Results of the current study provide some support for role congruity theory within athletic administration.

Causal Attributions About Feminine and Leadership Roles

In a cross-cultural study, the authors tested whether the leadership role is more congruent with the masculine than the feminine gender role. Participants in Germany and Spain evaluated a male or a female candidate for a leadership position in an industry congruent or incongruent with the candidate's gender role, or in an unspecified industry. In line with the authors' hypotheses, the female candidate was perceived as less qualified for the position, especially when she worked in the incongruent industry. Spanish participants showed more prejudice against the female candidate than did German participants. Furthermore, when German participants predicted that the female candidate would succeed in obtaining the promotion, they made an internal causal attribution to explain this success. Spanish participants, however, sometimes made an external causal attribution. These results are consistent with the role congruity theory.

Roles and Tasks of the Senior Woman Administrator (SWA) in Intercollegiate Athletics: A Role Congruity Perspective

Using role congruity theory as a guiding framework, this study analyzed a set of roles and tasks for senior woman administrators (SWA) at all levels of the National Collegiate Athletic Association (NCAA). An analysis of the responses of 574 SWAs and 542 athletic directors (AD) indicated a general agreement that the SWA performs roles and tasks defined by the NCAA primarily on behalf of gender-neutral programs (i.e., both men's and women's) as opposed to gender-focused programs (i.e., women only). Further, this study supported previous research suggesting that the SWA performs communal roles (i.e., serving as a role model) to a much greater extent than agentic roles (i.e., budget management). There is also evidence that Division I SWAs are performing agentic roles to a much greater extent than Division II and Division III SWAs, and that they are more apt to have an accompanying title as an athletics administrator (93%) as compared to SWAs in the lower divisions (DII = 44% and DIII = 53%). This study found clear perceptual differences between the AD and SWA (<i>p</i> < .05) regarding the extent to which SWAs performed roles related to core management team participation—a finding which raises the question as to whether the SWA truly has a meaningful role in the athletics department. Implications and recommendations for theory and practice are advanced.

Relational Demography in the Workplace and Health: An Analysis of Gender and the Subordinate–Superordinate Role-Set

Using data from a 2005 national survey of working adults in the United States, we examine the effects of the gender composition of the superordinate-subordinate role-set on mental and physical health measures. Subordinates' and superordinates' genders are important determinants. Men who work in gender-mixed superordinate contexts (i.e., with one male and one female superior) report lower levels of distress and physical symptoms than men who work with one male superior. Women who work with one male superior report less distress and fewer physical symptoms compared to women who work with one female superior or in gender-mixed superordinate contexts. With a few exceptions, these observations generally hold net of occupation, job sector, and an array of work-related conditions. We discuss the implications of these findings in light of predictions derived from the similarity-attraction and role congruity theories. We also outline ways that theoretical development in relational demography can be refined by a more specific focus on the demographic characteristics--especially gender--of the superordinate-subordinate role-set.

Women's Access to Managerial Positions: An Experimental Study of Leadership Styles and Gender

This study attempts to test one of the explanations of the scarce representation of women in managerial positions, specifically the one advanced by "role congruity theory of prejudice toward female leaders" (Eagly & Karau, 2002), which appeals to the fact that women get unfavorable evaluations if they adopt male-stereotypical leadership styles. One-hundred and thirty-six undergraduate students participated in an experiment with a 2 (Male-stereotypical vs. Female-stereotypical leadership style) x 2 (Male vs. Female leader) design. Dependent variables were leader's competence, efficacy, and evaluation in a series of traits. It was found that, regardless of sex, the leaders were considered more competent and efficient, and were evaluated more favorably, when they adopted stereotypically feminine leadership styles. Implications of these findings for women's underrepresentation as leaders in management top positions worldwide are discussed.

The strong, sensitive type: Effects of gender stereotypes and leadership prototypes on the evaluation of male and female leaders

The disparity between the success of male and female leaders may result from the incongruity between the female sex role and the leadership role. We provide an in-depth test of role congruity theory [Eagly, A. H., & Karau, S. J. (2002). Role congruity theory of prejudice toward female leaders. Psychological Review, 109, 573–598] through a mix of qualitative, experimental, and survey methodologies. Our studies identify current male and female leader prototypes and show evidence of both descriptive and prescriptive biases associated with gender in evaluating leaders. In addition, we examined participant sex-type finding that feminine individuals expect that leaders are more sensitive than masculine individuals, who expect that leaders are more masculine, strong, and tyrannical than feminine individuals. Similarly, sensitivity was more strongly associated with female leadership, whereas masculinity, strength, and tyranny were more strongly associated with male leadership. However, for female leaders to be perceived as effective they needed to demonstrate both sensitivity and strength, although male leaders only needed to demonstrate strength.

Negotiating the Double Bind: Interpersonal and Instrumental Evaluations of Dominance

The double bind of dominance—that it can help to attain status but might jeopardize social relationships—was investigated by examining evaluations based on interpersonal skill (e.g., getting along well with others) and instrumental skill (e.g., accomplishing a task). Role congruity theory (Eagly and Diekman 2005; Eagly and Karau 2002) posits that behavior will be evaluated more positively when it is congruent with valued social roles. Two experiments were conducted to explore the importance of context in evaluations of dominance. In both experiments, dominance was more devalued in contexts related to interpersonal skill than in those related to instrumental skill. Experiment 1 demonstrated that the penalty for dominant behavior decreased when the target also displayed warmth, thereby affirming diffuse prosocial roles. Experiment 2 demonstrated that dominant behavior incurred greater penalties in communal versus agentic occupations. The results support a contextual, role-based explanation of evaluative processes.

Rolling with the Changes: A Role Congruity Perspective on Gender Norms

Role congruity theory (e.g., Eagly &amp; Diekman, 2005 ) posits that a group will be positively evaluated when its characteristics are perceived to align with the requirements of the group's typical social roles. Social roles may thus form the basis of norms that prescribe valued behavior for men and women. Three experiments explored the relationship between perceived social roles and the prescriptive content of gender stereotypes by examining perceptions of cross-temporal role change. In the first study, participants evaluated the gender-stereotypic traits of past, present, and future men and women. In the second study, participants evaluated descriptions of consensually perceived trends for men and women. In the third study, participants read experimentally manipulated descriptions of role changes in a novel society and evaluated the traits of future citizens. Perceptions of cross-temporal changes in social roles (whether naturally occurring or experimentally manipulated) were associated with differential valuing of role-congruent characteristics. In general, participants' responses reflected a pattern of anticipated accommodation to shifts in social roles, with greater value projected for characteristics that facilitate role success.

Women in Management: Still Waiting to be Full Members of the Club

The purpose of this study was first to explore the dimensionality of the ratings made for a successful middle manager using the Schein Descriptive Index (SDI) (Schein, 1973), and then to compare the ratings made for a successful middle manager, a women, and a man on the identified dimensions. Students (N = 806) enrolled in psychology courses in a university in Ankara, Turkey rated the SDI adjectives to describe a woman, a man, or a successful middle manager. Three factors were identified that underlie the SDI adjectives for a successful middle manager: relationship-orientation, task-orientation, and emotional stability. Compared to men and middle managers in general, women were perceived by all participants to be relatively high in relationship-orientation, relatively low in task-orientation, and relatively low in emotional stability. Implications of the findings are discussed using role congruity theory as a general framework.

Prejudice against Women in Male-congenial Environments: Perceptions of Gender Role Congruity in Leadership

Some authors assert that there is a feminine advantage in leadership, even though female leaders are often targets of prejudice. Our experiment tested how people’s expectations affect this prejudice in different work environments. Participants evaluated a male or a female candidate for a leadership position in an industry that was congruent or incongruent with the candidate’s gender role. Participants showed prejudice against the female candidate, especially when she worked in an industry incongruent with her gender role. Female and older participants showed more prejudice against the female leader than did male and younger participants. These results invoke role congruity theory (Eagly & Karau, Role congruity theory of prejudice toward female leaders. Psychological Review, 109, 573–598, 2002).

A construct-driven investigation of gender differences in a leadership-role assessment center.

This study examined gender differences in a large-scale assessment center for officer entry in the British Army. Subgroup differences were investigated for a sample of 1,857 candidates: 1,594 men and 263 women. A construct-driven approach was chosen (a) by examining gender differences at the construct level, (b) by formulating a priori hypotheses about which constructs would be susceptible to gender effects, and (c) by using both effect size statistics and latent mean analyses to investigate gender differences in assessment center ratings. Results showed that female candidates were rated notably higher on constructs reflecting an interpersonally oriented leadership style (i.e., oral communication and interaction) and on drive and determination. These results are discussed in light of role congruity theory and of the advantages of using latent mean analyses.

Gender Differences in Leader Emergence Persist Even for Dominant Women: An Updated Confirmation of Role Congruity Theory

Role congruity theory predicts that women will be less likely than men to emerge as leaders when expectations for the leader role are incongruent with gender stereotypes. A 2 × 2 × 3 design that crossed the sex of the dominant partner, mixed- and same-sex dyads, and masculine, feminine, and neutral tasks involved 120 dyads of unacquainted college students in which one partner scored higher in dominance. In same-sex partnerships, the dominant member consistently emerged as leader. In mixed-sex dyads, the gender typing of the task did not influence dominant male ascendance but it did affect women's. When the task was masculine-typed or neutral, less dominant men were more likely to emerge as the leader of the dyad, frequently being appointed by the dominant woman herself. Thus, even when women possess the agentic quality of dominance consistent with the leader role, the incongruence between masculinized task demands and gender stereotypes mitigate against women's leadership emergence.

Role congruity theory of prejudice toward female leaders.

Role congruity theory of prejudice toward female leaders.