Aggregated over the organizational and laboratory experimental studies in the sample, male and female leaders were equally effective. (View Highlight)
evidence that male leaders were evaluated more fa-
vorably than female leaders but attributed this trend to observ-
ers’ biases and stereotyped expectations. (View Highlight)
glass ceiling (see A. M. Morrison, White, & Van Velsor,
1987)—would reduce an organization’s productivity by remov-
ing a substantial proportion of the available pool of managerial
talent (View Highlight)
le. Nonetheless,
women fared poorly in settings in which leadership was defined
in highly masculine terms, especially in military settings. (View Highlight)
en
fared slightly worse than women in settings in which leadership
was defined in less masculine terms, especially in educational
organizations and in governmental and social service organiza-
tions (View Highlight)
ect instead suggests that gender role expectations spill
over onto leadership roles within organizations and groups and
produce important consequences for the effectiveness of lead-
ers. The mechanisms by which these consequences are pro-
duced deserve careful scrutiny in primary research. (View Highlight)
