Previous research has shown that female leaders lead slightly more effective than male leaders. However, women are still underrepresented in higher management. In this study, we seek to contribute to a deeper understanding of this paradox by proposing and testing an innovative model that integrates different research streams on gender and leadership. Specifically, we propose power motivation and transformational leadership as two central yet opposing dynamics that underlie the relation between gender and leadership role occupancy. We tested this model in (...) a sample of 256 employees. Results provided support for the proposed relations. These findings contribute to a more detailed and comprehensive understanding for central dynamics that link gender and leadership role occupancy. Moreover, they provide important insights for interventions that are targeted at reducing the gender gap in leadership. We discuss the theoretical and practical implications of these findings. (shrink)

This paper presents a literature review offering a thorough and critical systematization of articles investigating the influence of women directors on corporate social performance (CSP). We review the state-of-the-art literature in terms of its key assumptions, theories, and conceptualization of CSP. Our analysis shows a misfit between the theorization and operationalization of gender diversity, especially in quantitative empirical studies, which represent the majority of articles. In our overview of both conceptual and empirical studies, we identified three main theoretical dimensions, which (...) are contingent upon board-level and institution-level dimensions. Based on our proposed framework, we call for future researchers to focus on novel research questions and innovative research designs to investigate women’s contributions to CSP and challenge the theoretical assumptions about the role of women on boards. (shrink)

Building on the Norwegian case, this study examines the long-term implications of board gender quotas on the advancement of gender diversity in managerial leadership. Previous research has indicated that, aside from the board, the quota had limited impact on achieving this objective. However, these studies have narrowly focused on the spill-over effects of the quota, primarily concentrating on the positions of CEO and Chair. The findings of this study reveal contrasting effects of the board gender quota on the gender composition (...) of the board and the executive committee of the board. Consequently, Norwegian companies have increased the representation of women on their boards, as mandated by the law, while simultaneously experiencing a reduction in the presence of female executive directors. Moreover, the strength of both opposing effects has diminished over time. In addition to the board of directors, the quota has not influenced the promotion of gender diversity at other managerial levels. Furthermore, our study suggests that the quota has led to a decrease in the average tenure and level of independence of the boards, although it has not affected the qualifications of board members. (shrink)

Role congruity theory affirms that female managers face more difficulties at work because of the incongruity between female gender and leadership role expectations. Furthermore, due to this incongruity, it is harder for female managers to perceive themselves as authentic leaders. However, followers’ attributions of prototypicality could attenuate this role incongruity and have implications on a managers’ organizational identification. Hence, we expect male managers to be more authentic and to identify more with their organizations, when compared to female managers who are (...) low in prototypicality. We hypothesized that authentic leadership dimensions mediate the relation between managers’ biological gender and their OID. However, this indirect effect is conditional of these managers' team prototypicality. For testing these hypotheses, we conducted an online experiment with 149 participants from different work sectors using a 2 × 2 between-subject design. As predicted, men scored higher on authentic leadership, and three dimensions partially mediated the effect of participants’ biological gender on OID. In the low team prototypicality condition female managers scored lower in authentic leadership and identified less with the organization, whereas in the high team prototypicality condition, no gender differences were found. (shrink)

Extant research notes a tendency to propound the idea that female managers are secondary to men. Gender differences constitute an ethical issue and the discursive constructions of gender management are central to research in business ethics. Drawing on evidence gathered from a time–space intersection that has been widely neglected by research in this area, we address whether female business leaders develop gender-stereotypic management styles as well as their propensity to adopt masculine management patterns such as making risky decisions and implementing (...) formal management systems. Our findings suggest that gender-stereotypic management styles are chosen strategically and target-driven, which implies a selective use of masculine and feminine management styles. Furthermore, as part of the masculine approach, female business owners adopt risk-taking decisions and implement formal management systems. Our results provide support for the argument that gender is context dependent and, hence, the findings of this study may be useful for contemporary jurisdictions featuring male-dominated societies and a strong intervention by the State in the economy. (shrink)

Although establishing gender equality in board and managerial positions has recently become more important for organizations, companies with low levels of gender diversity seem to perceive an ethical dilemma regarding the ways, in which they attempt to attain it. One way that organizations try to move toward gender equality is through the use of their corporate websites to manage potential applicants’ impressions of their current levels of, and actions to improve, gender diversity. The dilemma is whether to truthfully communicate their (...) low level of gender diversity, conceal it, or exaggerate it. On the one hand, organizations that are truthful may find it difficult to achieve equality because women are less attracted to companies that lack diversity. On the other hand, organizations that are untruthful risk their moral legitimacy. The present work investigates gender diversity-related communication on the corporate websites of 99 major German companies. Based on theoretical work on minority attraction, we apply an organizational impression management taxonomy to guide our in-depth content analysis. With this approach, we hope to advance the understanding of how the issue of gender diversity is presented on corporate websites, which is useful for both organizational decision makers as well as diversity researchers. We found that although gender diversity-related communications on corporate websites contain both assertive and defensive organizational impression management tactics, as well as a third type of tactic we refer to as “acknowledgement,” assertive tactics were used more frequently. We argue the existence of a paradox whereby organizations use assertive impression management tactics to maintain pragmatic legitimacy but compromise their moral legitimacy by doing so. Furthermore, we argue that moral legitimacy can be maintained or restored through the sincere use of defensive impression management tactics and acknowledgement. (shrink)

Many scholars have focused on understanding ways of how to suppress knowledge hiding by employees. Existing studies have demonstrated that mindfulness could effectively inhibit employees’ knowledge hiding. This study aims to investigate the impact of leader–subordinate mindfulness congruence on subordinate knowledge hiding and its internal mechanisms. Based on the role theory, we collected 169 leadership data and 368 employee data at three time-points through collecting questionnaire of matching leaders and subordinates. In addition, we used polynomial regression and response surface analysis (...) to validate our research hypotheses. The results demonstrated that: Compared with the “high leader–high subordinate” mindfulness congruence condition, subordinates in the “low leader–low subordinate” mindfulness congruence condition were more likely to exhibit knowledge hiding. Compared with the “low leader–high subordinate” mindfulness incongruence, subordinates under the “high leader–low subordinate” mindfulness incongruence are more likely to exhibit knowledge hiding. The more incongruent the mindfulness between the leader and the subordinate is, the more likely an employee is to exhibit knowledge hiding. Emotional exhaustion mediated the correlation between leader–subordinate mindfulness congruence and knowledge hiding. When the gender of the leader and the subordinate is different, the impact of mindfulness congruence on the inhibition of emotional exhaustion is stronger. This study provides a new perspective for researching the impact of mindfulness on individual behavior and provides a new idea for the research related to inhibiting knowledge hiding. (shrink)