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Full-Text Articles in Social Psychology
Social Psychological Approaches To Women And Leadership Theory, Crystal L. Hoyt, Stefanie Simon
Social Psychological Approaches To Women And Leadership Theory, Crystal L. Hoyt, Stefanie Simon
Jepson School of Leadership Studies articles, book chapters and other publications
In this chapter, we take a social psychological approach to understanding gender and leadership. In doing so, we explain how both the social context and people’s perceptions influence leadership processes involving gender. The theoretical approaches taken by social psychologists are often focused on one of these two questions: (1) Are there gender differences in leadership style and effectiveness? and, (2) What barriers do women face in the leadership domain? We begin our chapter by reviewing the literature surrounding these two questions. We then discuss in detail one of the greatest barriers to women in leadership: the prejudice and discrimination that …
Gender Bias In Leader Evaluations: Merging Implicit Theories And Role Congruity Perspectives, Crystal L. Hoyt, Jeni L. Burnette
Gender Bias In Leader Evaluations: Merging Implicit Theories And Role Congruity Perspectives, Crystal L. Hoyt, Jeni L. Burnette
Jepson School of Leadership Studies articles, book chapters and other publications
This research extends our understanding of gender bias in leader evaluations by merging role congruity and implicit theory perspectives. We tested and found support for the prediction that the link between people’s attitudes regarding women in authority and their subsequent gender-biased leader evaluations is significantly stronger for entity theorists (those who believe attributes are fixed) relative to incremental theorists (those who believe attributes are malleable). In Study 1, 147 participants evaluated male and female gubernatorial candidates. Results supported predictions, demonstrating that traditional attitudes toward women in authority significantly predicted a pro-male gender bias in leader evaluations (and progressive attitudes predicted …
I Can Do That: The Impact Of Implicit Theories On Leadership Role Model Effectiveness, Crystal L. Hoyt, Jeni L. Burnette, Audrey N. Innella
I Can Do That: The Impact Of Implicit Theories On Leadership Role Model Effectiveness, Crystal L. Hoyt, Jeni L. Burnette, Audrey N. Innella
Jepson School of Leadership Studies articles, book chapters and other publications
This research investigates the role of implicit theories in influencing the effectiveness of successful role models in the leadership domain. Across two studies, we test the prediction that incremental theorists (‘leaders are made’) compared to entity theorists (‘leaders are born’) will respond more positively to being presented with a role model before undertaking a leadership task. In Study 1, measuring people’s naturally occurring implicit theories of leadership, we showed that after being primed with a role model, incremental theorists reported greater leadership confidence and less anxious-depressed affect than entity theorists following the leadership task. In Study 2, we demonstrated the …
Taking A Turn Toward The Masculine: The Impact Of Mortality Salience On Implicit Leadership Theories, Crystal L. Hoyt, Stefanie Simon, Audrey N. Innella
Taking A Turn Toward The Masculine: The Impact Of Mortality Salience On Implicit Leadership Theories, Crystal L. Hoyt, Stefanie Simon, Audrey N. Innella
Jepson School of Leadership Studies articles, book chapters and other publications
The present research investigates the influence of subtle death-related thoughts (i.e., mortality salience), on people’s images of effective leaders (i.e., their implicit leadership theories). We test the prediction that mortality salience will change the content of these implicit theories to be more gender stereotypical such that individuals will conceive of effective leaders in a significantly more masculine, or agentic, manner. To test this prediction, we assessed participants’ communal and agentic implicit leadership theories after they were presented with a mortality salience or control manipulation. Results show that priming individuals to think about their mortality with two open-ended questions resulted in …
Leadership And The More-Important-Than-Average Effect: Overestimation Of Group Goals And The Justification Of Unethical Behavior, Crystal L. Hoyt, Terry L. Price, Alyson E. Emrick
Leadership And The More-Important-Than-Average Effect: Overestimation Of Group Goals And The Justification Of Unethical Behavior, Crystal L. Hoyt, Terry L. Price, Alyson E. Emrick
Jepson School of Leadership Studies articles, book chapters and other publications
This research investigates the empirical assumptions behind the claim that leaders exaggerate the importance of their group’s goals more so than non-leaders and that they may use these beliefs to justify deviating from generally accepted moral requirements when doing so is necessary for goal achievement. We tested these biased thought processes across three studies. The results from these three studies established the more-important-than-average effect, both for real and illusory groups. Participants claimed that their group goals are more important than the goals of others, and this effect was stronger for leaders than for non-leading group members. In Study 3, …