Role Congruity Research Articles

The Lived Experiences of Women Leaders in Nonprofit Organizations

This qualitative study aims to explore and understand the leadership experiences of women in mid-level roles in nonprofit organizations. By employing role congruity theory and intersectionality as analytical frameworks, the study aims to identify the unique personal, professional, and organizational challenges these women face. The research also seeks to contribute to the literature by examining how gender intersects with other social identities to shape the leadership trajectories of women in educational settings. The study identifies self-confidence and gender, and racial stereotypes as major challenges experienced by women leaders in mid-level roles. The research highlights how these stereotypes can undermine women's leadership effectiveness and limit their opportunities for career advancement. Overall, this study adds to the existing body of knowledge by addressing gaps related to the intersection of gender with other identities.

Gender diversity in top management team and corporate social responsibility performance: examining the moderating nature of TMT international experience

Purpose This study is based on the role congruity theory that examines the association between top management team (TMT) gender diversity and corporate social responsibility (CSR) performance. Design/methodology/approach This study uses data from the Taiwan Economic Journal database and the Market Observation Post System provided by the Taiwan Stock Exchange. The sample consists of 4,140 annual observations of Taiwanese-listed companies in the electronics industry from 2016–2020. Findings The results revealed that TMT gender diversity is positively associated with CSR performance, and TMT international experience strengthens the positive association between TMT gender diversity and CSR performance. Practical implications CSR is imperative. The TMT’s gender diversity aligns with current environmental trends and social expectations, driven for CSR implementation essential. This diverse configuration enables the TMTs to address corporate adaptability and maintain global competitiveness. Originality/value The findings contribute significantly to the literature on TMT gender diversity by extending the application of role congruity theory beyond individual to team-level contexts and across gender boundaries. By incorporating diverse capabilities such as international experience within TMTs, the authors identify key boundary conditions that foster CSR. This expansion not only aligns with practical realities but also opens new avenues for research into the dynamics of diverse management teams.

Gender and Job Satisfaction: Examining the Role of Leadership Behavior and Gender Congruence Over Time

This article examines the longitudinal relationships between leader gender, leadership style, gender congruence between leaders and followers, and employee job satisfaction over time. Drawing on gender stereotype and role congruity theories, it reviews how communal attributes ascribed to females can initially disadvantage women in leadership roles by compromising their perceived competence. However, evidence indicates such bias may fade as individuals gain experience observing a leader's actual behaviors, values and competencies through ongoing interactions. Specifically, a five-year longitudinal field study found women leaders initially received marginally lower evaluations than men but ended with equal or higher ratings as preconceptions diminished. Additionally, demonstrating a transformational leadership style emphasizing inspiration and development associated positively with follower well-being across genders and leader-follower gender alignments. Practically, organizations that implement regular assessment and mentoring activities appear most effective at fostering truly inclusive cultures where talent, not attributes, drive satisfaction and career outcomes long-term.

Can service robots recover themselves? The effect of service recovery agents and robot service failure types on customer response

As service robots become more widely deployed, the risk of service failures has increased, making it crucial to understand how service enterprises can effectively recover from such failures. Drawing on role congruity theory, we explore the performance of different recovery agents across various robot failure contexts. Through three experiments, we demonstrate that customer forgiveness and satisfaction improve for process failures caused by robots when service recovery is handled by human staff or a warm robot. Conversely, recovery efforts by human staff or a competent robot boost customer forgiveness and satisfaction in response to outcome failures triggered by robots. In addition, perceived role congruity acts as a mediator in the above interaction effects. Moreover, proactive recovery moderates these effects. This study offers a nuanced understanding of service recovery by refining robot service failure and recovery agent typologies, thereby enriching research in robot service recovery.

Femininity Is Favorable: Sexually Dimorphic Facial Features Affect Assessments of White Women's Leadership Abilities

Women remain underrepresented in leadership positions traditionally held by men. Research on role congruity and backlash has shown that aspiring women versus men leaders are more negatively evaluated when they enact agentic behaviors. We examined whether sexually dimorphic facial features, which are associated with agentic and communal trait impressions, constitute a nonverbal barrier to White women's leadership in a college setting. Manipulated masculinized versus feminized facial features elicited, respectively, higher dominance and lower warmth impressions. Aspiring women leaders with masculinized versus feminized facial features received less favorable evaluations for several leadership roles, whereas men's evaluations were unaffected by varying features. Contrasting past work, aspiring women leaders were overall more favorably evaluated. This difference related to beliefs that college-aged White women versus men are more competent, responsible, and warm. These findings provide novel evidence that feminized facial features offer a unique advantage to aspiring college-aged White women leaders.

Getting away “Scott” (but not Susan) free: The effects of safety‐specific abusive supervision and supervisor gender on follower attributions and safety outcomes

SummaryWhile most research emphasizes the harmful effects of abusive supervision, we argue that certain contextual factors—specifically hazardous work environments and supervisor gender—may lead abusive supervision to be perceived as driven by performance promotion intentions as opposed to injury initiation intentions. We introduce the concept of Safety‐Specific Abusive Supervision (SSAS), which we define as the extent to which a supervisor's active response to safety incidents is perceived by employees as abusive. Drawing from event system theory and research on attributions of abusive supervision, we theorize that when supervisors engage in SSAS, employees are more likely to attribute their behavior to performance promotion rather than injury initiation, perceiving the supervisors' actions as a means to keep them safe rather than to cause harm. We predict that performance promotion attributions mediate the relationship between SSAS and safety performance outcomes, namely safety voice and perceived supervisor safety commitment. However, consistent with role congruity theory, we hypothesize that this relationship is only true for male supervisors and not for female supervisors. Across three studies (two experimental studies and one field study), we largely find support for our hypotheses.

Exploring the Sequential Relationship of a Leader’s Collective Leadership Style and the Team’s Shared Leadership: The Moderating Role of Gender

In this study, we explore the relationship between a team’s shared leadership and a formal leader’s collective leadership style, and their joint impact on team performance. We draw upon identity theory to examine how shared leadership in the team influences formal leaders’ leadership identity claims. We also examine how a formal leader’s use of a collective leadership style facilitates the claiming and granting of leadership identities by other team members. We also draw on role congruity theory and the social categorization perspective to examine the moderating role of gender, a critical component of identity. Our findings suggest that there is a mutual relationship between the formal leader’s collective leadership style and the team’s shared leadership, and that they jointly influence team performance, but these effects are contingent on the formal leader’s gender and the gender composition of the team. This study addresses several calls in the leadership field for examining the more nuanced ways shared leadership and the actions of a formal leader may influence each other, as well as the contextual conditions in which shared leadership is enacted.

Influence of Workplace Mentorship Programs on Gender Diversity in Leadership in Kenya

Purpose: The aim of the study was to analyze influence of workplace mentorship programs on gender diversity in leadership in Kenya. Methodology: This study adopted a desk methodology. A desk study research design is commonly known as secondary data collection. This is basically collecting data from existing resources preferably because of its low cost advantage as compared to a field research. Our current study looked into already published studies and reports as the data was easily accessed through online journals and libraries. Findings: Research on the influence of workplace mentorship programs on gender diversity in leadership in Kenya highlights several key findings. Studies indicate that mentorship programs significantly enhance the representation of women in leadership roles by providing guidance, networking opportunities, and skill development tailored to address gender-specific barriers. These programs foster a supportive environment where women can gain confidence and visibility, which translates into increased career advancement. The effectiveness of such programs is often amplified by their focus on addressing systemic biases and promoting inclusive practices within organizations. Unique Contribution to Theory, Practice and Policy: Social learning theory, role congruity theory & transformational leadership theory may be used to anchor future studies on the influence of workplace mentorship programs on gender diversity in leadership in Kenya. Organizations should implement mentorship programs tailored to the specific needs of women in different sectors and career stages. Policymakers and organizations should develop and enforce structured mentorship policies that include regular evaluations, clear objectives, and accountability measures.

Double Bind of Female Social Entrepreneurs: Role Congruity, Signaling, and Funding Outcomes

Double Bind of Female Social Entrepreneurs: Role Congruity, Signaling, and Funding Outcomes

Power to the she: early-stage female entrepreneurs and innovation

PurposeOur study draws on gender role congruity theory to theorize and test an integrative conceptual model outlining how motives for entrepreneurial action explain the relationship between female entrepreneurship and innovation in nascent ventures.Design/methodology/approachTo test our hypotheses, we employed structural equation modeling (SEM) in a sample of early-stage entrepreneurs (N = 533).FindingsWe found a positive relationship between nascent female entrepreneurs and innovation, and that this relationship is mediated by motives for recognition, respect, and autonomy.Originality/valueBy revealing a positive relationship between female entrepreneurship and innovation, our work provides a complementary perspective to the literature, which suggests that there are limits to innovation potential for female entrepreneurs. Further, we find that this relationship is explained by motives for recognition, respect, and autonomy, but not financial security. Finally, most empirical research focuses on the innovative outputs of established new ventures, while our work leverages a sample of early-stage entrepreneurs.

The non-White standard: Racial bias in perceptions of diversity, equity, and inclusion leaders.

In response to calls for greater diversity, equity, and inclusion (DEI) in the workplace, many organizations have implemented a leadership role dedicated to advancing DEI. Although prior research has found that the traditional leader is associated with being White, anecdotal evidence suggests DEI leader roles are predominantly held by non-White individuals. To examine this contradiction, we draw on social role and role congruity theories to conduct three preregistered experimental studies (N = 1,913) and explore whether the DEI leader role diverges from the traditional leader role such that observers expect a DEI leader to be non-White (i.e., Black, Hispanic, or Asian). Our findings indicate that DEI leaders are generally presumed to be non-White (Study 1) and that observers perceive traits associated with non-White, rather than White, groups correspond more strongly with traits required for the DEI leader role (Study 2). We also explore the effects of congruity and find non-White candidates receive stronger leader evaluations for a DEI leader role and that this relationship is mediated by nontraditional, role-specific traits (i.e., commitment to social justice and suffered discrimination; Study 3). We conclude by discussing the implications of our work for DEI and leadership research as well as for work drawing on role theories. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

Exploring athletes’ gendered views of coaches and their impact of coach competency ratings

This study draws on social role theory, role congruity theory, and the black sheep effect to explore athletes’ gendered perceptions of coach competence. The study relied on a sample of 308 New Zealand athletes across sports levels and modalities who completed an online survey. Participants were randomly assigned to one of four vignettes, in which coach gender (female vs. male) and coaching style (communal vs. agentic) were manipulated, and athlete gender was considered. The results show that male and female coaches did not receive significantly different coach competency scores (relational and strategic competencies), that a communal coaching style was linked to higher ratings in both relational and strategic competencies, and that the interplay of athlete gender, coach gender, and gender conforming/non-conforming coaching style did not significantly affect coach competence scores. However, participants’ comments to the open-ended question presented at the end of the survey suggest that athletes still hold gendered views of coaching competence at the elite level. We discuss the research and practical implications of our findings.

The gendered effect of populism on innovation

This research addresses the impact of the remarkable rise in populism on innovative new ventures. Integrating institutional theory with gender role congruity theory, we reason that the surge of populist discourse by a nation's top political leaders decreases the innovativeness of new ventures, and this negative relationship is more pronounced for women entrepreneurs. We also consider two critical yet overlooked institutions, gender inequality and grammatical gender marking in the dominant languages that entrepreneurs speak, and propose that they reinforce this negative relationship. Data from 69,406 observations of entrepreneurs across 40 countries during the period of 2005–2018, analyzed with a difference-in-differences (DiD) design, support our hypotheses. Theoretical and policy implications are discussed for the challenges of promoting innovation among women entrepreneurs, in countries with greater gender inequality and where the dominant language exhibits greater intensity of grammatical gender marking, with populism on the rise worldwide.

Glass Ceiling in the Nigerian Banking Sector: Evidence from Senior Male and Female Employees

The banking and finance sector is a major employer in many countries, especially in emerging economies. Decisions made in the sector have significant implication on the economy. There is evidence that decision- making has significant implications for organisations (and, by extension, the economy) when their manage- ment teams are diverse in terms of gender. Yet only a few women are promoted to executive and managerial roles. This research qualitatively explores how senior male and female employees experience the glass ceiling in the Nigerian banking sector. We conducted 40 interviews, comprising 20 senior male executives and 20 senior female executives from 4 banks in Nigeria. Our study reveals that the glass ceiling is characterised by a male-dominated meritocratic organisational culture that is driven by the goal of profit maximisation, consis- tent with the meritocratic perspective of role congruity theory. We contribute to the extant literature on this topic by examining how women’s strategies for navigating this landscape (namely, the self-directed actions women take in order to progress in their careers) diminish men’s view of the glass ceiling, suggesting a para- dox of meritocracy. This study contributes significantly to the debates on the future of women’s progression in the banking sector in an emerging economy.

Think star, think men? Implicit star performer theories

SummaryThe star performer gender gap highlights women's challenges in being recognized as star performers. We investigated whether people hold shared beliefs about characteristics star performers possess (i.e., implicit star performer theories, ISPTs) and whether perceptions of stars are (a) gendered and (b) context‐specific. Guided by categorization theory, we argue that individuals have shared perceptions of what constitutes a star performer. Employing an inductive approach, we uncovered the existence of ISPTs that are distinct and differ from previously identified implicit theories, such as those about leadership. Specifically, stars were believed to have six characteristics: Driven, Relational, Extraordinary, Fascinating, Tenacious, and Brilliant. We then applied role congruity theory to argue that perceptions of star performers would be gendered and context‐dependent. Using an experimental approach, we ascertained that people associated star performers with more masculine than feminine attributes, what we labeled the think star, think men phenomenon. Moreover, this association was context‐dependent, such that the association of star performers with masculine attributes was stronger in men‐dominated occupations. Our third study used a non‐reactive approach (i.e., “Princeton trilogy”), and results showed that star performers are seen as possessing more masculine attributes than very good employees. Overall, our three studies using inductive, experimental, and indirect methods based on eight samples of 2322 participants consistently supported the existence of ISPTs and the think star, think men phenomenon, improving our understanding of the star performer gender gap.

The Dismissal of New Female CEOs: A Role Congruity Perspective

The Dismissal of New Female CEOs: A Role Congruity Perspective

Gender and leadership evaluations: what happens if we actually measure expectations–behavior incongruence?

PurposeRole congruity theory and gender stereotypes research suggests men are expected to engage in agentic behavior and women in communal behavior as leaders, and that role violation results in backlash. However, extant gender and leadership research does not directly measure expectations–behavior incongruence. Further, researchers have only considered one condition of role incongruence – display of counter-role behavior – and have not considered the outcomes of failing to exhibit role-congruent behavior. Additionally, few studies have examined outcomes for male leaders who violate gender role prescriptions. The present study aims to address these shortcomings by conducting a novel empirical test of role congruity theory.Design/Methodology/approachThis experimental study used polynomial regression to assess how followers evaluated leaders under conditions of incongruence between follower expectations for men and women leaders’ behavior and leaders’ actual behavior (i.e. exceeded and unmet expectations). Respondents read a fictional scenario describing a new male or female supervisor, rated their expectations for the leader’s agentic and communal behavior, read manipulated vignettes describing the leader’s subsequent behavior, rated their perceptions of these behaviors, and evaluated the leader.FindingsFollowers expected higher levels of communal behavior from the female than the male supervisor, but no differences were found in expectations for agentic behavior. Regardless of whether expectations were exceeded or unmet, supervisor gender did not moderate the effects of agentic or communal behavior expectations–perceptions incongruence on leader evaluations in polynomial regression analyses (i.e. male and female supervisors were not evaluated differently when displaying counter-role behavior or failing to display role-congruent behavior).Originality/valueIn addition to providing a novel, direct test of role congruity theory, the study highlighted a double standard in gender role-congruent behavior expectations of men and women leaders. Results failed to support role congruity theory, which has implications for the future of theory in this domain.

Does gender matter in ethical leadership perceptions? Cross-national evidence

Last decade’s ethical leadership failures in business across the globe had severe ramifications, including bankruptcy for corporations that had previously been viewed as exemplary. Hence, ethical leadership has gained increased attention from both practitioners and researchers. In particular, the increased focus has been placed on ethical leadership perceptions in management settings. This paper presents empirical findings from a three-country experiment (N = 538) on the perceptions of ethical and unethical leadership, and how they interact with gender. Building on role congruity theory, we posit that female leaders encounter more severe criticism for unethical leadership compared to male leaders, but they also garner greater positive reactions for ethical leadership. We also hypothesize the existence of national differences in ethical leadership perceptions. Our results indicate that the rater’s perceptions are influenced by the gender of the leader they are rating and by ethical leadership. The rater’s gender, however, does not affect the evaluation of male and female leaders in the cultures examined. We have also found national differences among perceptions of ethical leadership, in line with the Corruption Perception Index. We further explore the consequences of these results for theoretical and practical applications in this paper and propose directions for future research.

Sorry to ask but … how is apology effectiveness dependent on apology content and gender?

While it is well understood that the content included in an apology matters, what constitutes an effective apology may differ depending on the gender of the person delivering it. In this article, we test competing theoretical perspectives (i.e., role congruity theory and expectancy violation theory [EVT]) about the relative effectiveness of apologies that include language that conforms (or not) with the gender stereotypes ascribed to the apologizer. Results of four studies supported an EVT perspective and showed that apologies were perceived to be relatively more effective when they contradicted gender stereotypes (i.e., communal [agentic] apologies by men [women]). Specifically, Study 1 provided an initial test of the competing hypotheses using celebrity apologies on Twitter. Then, results of three experiments (Studies 2, 3a, and 3b) built upon these initial findings and tested the psychological mechanisms proposed by EVT to explain why counterstereotypical apologies are beneficial (i.e., attributions of interpersonal sensitivity [assertiveness] and enhanced perceptions of benevolence [competence] for men [women]). Our contributions to theory and practice are discussed. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

Gender Bias at Workplace: A Study of the Unspoken Bias Towards Female Leaders Competencies in A Male Dominated Work Environment

The aim of the study was to explore the existence of stereotypical gender bias in relation to gender preference and the perceived leadership behaviors and competencies that female leaders would need in order to be successful in a male dominated industry using the oil and gas industry as a case study. To achieve this objective, a research questions was asked, “Does a negative perception of female leaders’ competences and stereo typical bias still persist in the male dominated environment like the oil and gas industry”.To appropriately answer this question and meet the objectives of the study, a quantitative positivism research design was adopted as the methodology. Survey questionnaire with 88 scaled questions and 1 open-ended questions was used as data collection method. 134 respondents comprising of 54 females and 80 males participated in the study. The data was analyzed using the IBM SPSS software. The role congruity theory of prejudice towards female leaders, the ‘Think manager – Think Male’ notion, the double bind concept and the competency framework were used as a theoretical concept to drive the study.Key findings from the study includes the role of factors like organizational, culture, and gender bias as an unspoken barrier for female leaders to succeed in the oil and gas industry. Other findings include a unified bias in which both male and female favorably rated a female leader they have worked with satisfactorily; the female leaders in the oil and gas industry are not disliked for being professional or assertive rather they earn the same respect as with the males from their subordinates. Evidence suggests that the leadership styles that was found to be mostly associated with female leaders in the oil and gas industry is the participative and relation-oriented style of leadership and this in human resources management is the recommended best practice and more effective approach.