Abstract
In this experiment, we manipulated leadership appointment in 3 ways for both a woman and a man. In accord with status characteristics theory, we found that interventions designed to increase the status of the appointee allow the new leader to be more influential and thus more effective. In addition, we found that when a woman is appointed leader with no reason offered for her appointment, followers are willing to be led by her, but, following the theory of motivated reasoning, they will search the context for a plausible reason for their decisions. Suggestions are offered for organizations that want to facilitate the effectiveness of new women leaders; additional recommendations are made for assisting new women leaders.
Similar content being viewed by others
REFERENCES
Bass, B. M. (1990). Bass & Stogdill's handbook of leadership: Theory, research, & managerial applications (3rd ed.). New York: Free Press.
Berger, J., Wagner, D. G., & Zelditch, M., Jr. (1985). Introduction: Expectations states theory. In J. Berger & M. Zelditch, Jr. (Eds.), Status, rewards, and influence (pp. 1-72). San Francisco: Jossey-Bass.
Berger, J., Webster, M., Jr., Ridgeway, C. L., & Rosenholtz, S. J. (1986). Status cues, expectations, and behavior. In E. J. Lawler (Ed.), Advances in group processes (Vol. 2, pp. 1-22). Greenwich, CT: JAI Press.
Boiney, L. G., Kennedy, J., & Nye, P. (1997). Instrumental bias in motivated reasoning: More when more is needed. Organizational Behavior and Human Decision Making Processes, 72, 1-24.
Carli, L., LaFleur, S. J., & Loeber, C. C. (1995). Nonverbal behavior and gender influence. Journal of Personality and Social Psychology, 68, 1030-1041.
Dovidio, J. F., Brown, C. E., Heltman, K., Ellyson, S. L., & Keating, C. F. (1988). Power displays between women and men in discussions of gender-linked tasks: A multi-channel study. Journal of Personality and Social Psychology, 55, 580-587.
Eagly, A. H., & Johnson, B. T. (1990). Gender and leadership style: A meta-analysis. Psychological Bulletin, 108, 233-256.
Fiske, S. T., & Taylor, S. E. (1991). Social cognition. New York: McGraw-Hill.
Hembroff, L. A., & Myers, D. E. (1984). Status characteristics: Degrees of task relevance and the decision process. Social Psychology Quarterly, 47, 337-346.
Hollander, E. P. (1985). Leadership and power. In G. Lindzey & E. Aronson (Eds.), Handbook of social psychology (Vol. 2, 3rd ed., pp. 485-537). New York: Random House.
Hollander, E. P., & Offermann, L. R. (1990). Power and leadership in organizations. American Psychologist, 45, 51-88.
House, R. J., & Podsakoff, P. M. (1994). Leadership effectiveness: Past perspectives and future directions for research. In. J. Greenberg (Ed.), Organizational behavior: The state of the science (pp. 45-82). Hillsdale, NJ: Erlbaum.
Kasof, J. (1993). Sex bias in the naming of stimulus persons. Psychological Bulletin, 113, 140-163.
Kellerman, B. (Ed.). (1984). Leadership: Multidisciplinary perspectives. Englewood Cliffs, NJ: Prentice-Hall.
Kruglanski, A. W., & Ajzen, I. (1983). Bias and error in human judgment. European Journal of Social Psychology, 13, 1-44.
Kunda, Z. (1990). The case for motivated reasoning. Psychological Bulletin, 108, 480-498.
Lockheed, M. E., & Hall, K. P. (1976). Conceptualizing sex as a status characteristic: Applications to leadership strategies. Journal of Social Issues, 32, 111-124.
Lord, R. G., de Vader, C. L., & Alliger, G. M. (1986). A meta-analysis of the relation between personality traits and leadership perceptions: An application of validity generalization procedures. Journal of Applied Psychology, 71, 402-410.
Moscovici, S. (1985). Social influence and conformity. In G. Lindzey & E. Aronson (Eds.), Handbook of social psychology (Vol. 2, 3rd ed., pp. 347-412). New York: Random House.
Offermann, L. R., Kennedy, J. K., Jr., & Wirtz, P. W. (1994). Implicit leadership theories: Content, structure, and generalizability. Leadership Quarterly, 5, 43-58.
Pfeiffer, J. W., & Jones, J. E. (1976). Wilderness survival: Aconsensus-seeking task. In J. W. Pfeiffer & J. E. Jones (Eds.), The 1976 annual handbook for group facilitators (5th ed., pp. 21-25). La Jolla, CA: University Associates.
Pugh, M. D., & Wahrman, R. (1983). Neutralizing sexism in mixed sex groups: Do women have to be better than men? American Journal of Sociology, 88, 746-762.
Wagner, D. G., & Berger, J. (1993). Status characteristics theory: The growth of a program. In J. Berger & M. Zelditch, Jr. (Eds.), Theoretical research programs: Studies in the growth of a theory (pp. 23-63). Stanford, CA: Stanford University Press.
Walker, H. A., Ilardi, B. C., McMahon, A. M., & Fennell, M. L. (1996). Gender, interaction, and leadership. Social Psychology Quarterly, 59, 255-272.
Yoder, J. D., Schleicher, T. L., & McDonald, T. W. (1998). Empowering token women leaders: The importance of organizationally legitimated credibility. Psychology of Women Quarterly, 22, 209-222.
Yukl, G., & Van Fleet, D. D. (1992). Theory and research on leadership in organizations. In M. D. Dunnette & L. M. Hough (Eds.), Handbook of industrial and organizational psychology (Vol. 3, 2nd ed., pp. 147-197). Palo Alto, CA: Consulting Psychologists Press.
Author information
Authors and Affiliations
Rights and permissions
About this article
Cite this article
Hogue, M.B., Yoder, J.D. & Ludwig, J. Increasing Initial Leadership Effectiveness: Assisting Both Women and Men. Sex Roles 46, 377–384 (2002). https://doi.org/10.1023/A:1020457312806
Issue Date:
DOI: https://doi.org/10.1023/A:1020457312806