Gender and Organisations
Edited by Alexander-Stamatios Antoniou, Cary Cooper and Caroline Gatrell
Chapter 12: Female managers with male-type behavior
This chapter focuses on gender stereotypes and how they affect female managers throughout their careers. As is evident from the statistics, the number of female employees has increased and the quality of their work has improved significantly over the last few decades. Nonetheless, there are still barriers to be overcome. Women appear to be underrepresented in higher corporate positions, a phenomenon which appears to be connected to gender and leadership stereotypes. Many theories confirming this connection are mentioned. As a result, women leaders seem to violate the norm, since leadership remains associated with male-type behavior and agentic characteristics, such as aggressiveness. Backlash effects for female managers are often observed, even if they adopt a more masculine style of leadership. Along with gender stereotypes, the “queen bee” syndrome constitutes another reason for preserving the gendered hierarchy, although more research is needed in order to understand its complexity.
You are not authenticated to view the full text of this chapter or article.
Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.
Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.
Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.