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Role Congruity Theory of Prejudice Toward Female Leaders

Role Congruity Theory of Prejudice Toward Female Leaders A role congruity theory of prejudice toward female leaders proposes that perceived incongruity between the female gender role and leadership roles leads to 2 forms of prejudice: (a) perceiving women less favorably than men as potential occupants of leadership roles and (b) evaluating behavior that fulfills the prescriptions of a leader role less favorably when it is enacted by a woman. One consequence is that attitudes are less positive toward female than male leaders and potential leaders. Other consequences are that it is more difficult for women to become leaders and to achieve success in leadership roles. Evidence from varied research paradigms substantiates that these consequences occur, especially in situations that heighten perceptions of incongruity between the female gender role and leadership roles. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Psychological Review American Psychological Association

Role Congruity Theory of Prejudice Toward Female Leaders

Eagly, Alice H.; Karau, Steven J.
Psychological Review , Volume 109 (3): 26 – Jul 1, 2002
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Publisher
American Psychological Association
Copyright
Copyright © 2002 American Psychological Association
ISSN
0033-295x
eISSN
1939-1471
DOI
10.1037/0033-295X.109.3.573
Publisher site
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Abstract

A role congruity theory of prejudice toward female leaders proposes that perceived incongruity between the female gender role and leadership roles leads to 2 forms of prejudice: (a) perceiving women less favorably than men as potential occupants of leadership roles and (b) evaluating behavior that fulfills the prescriptions of a leader role less favorably when it is enacted by a woman. One consequence is that attitudes are less positive toward female than male leaders and potential leaders. Other consequences are that it is more difficult for women to become leaders and to achieve success in leadership roles. Evidence from varied research paradigms substantiates that these consequences occur, especially in situations that heighten perceptions of incongruity between the female gender role and leadership roles.

Journal

Psychological Review – American Psychological Association

Published: Jul 1, 2002

There are no references for this article.