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Leadership Efficacy and Women Leaders' Responses to Stereotype Activation

University of Richmond, choyt{at}richmond.edu

Jim Blascovich

University of California, Santa Barbara

The role of leadership efficacy in women's reactance responses to stereotype-based leadership role expectations was examined in two laboratory studies. Participants, selected on the basis of leadership efficacy scores, served as leaders of ostensible three-person groups. Half were primed with the gender leadership stereotype. An immersive virtual environment designed for this research served as the leadership setting. Results indicated that the effects of stereotype activation on women leaders were moderated by leadership efficacy such that high efficacy leaders exhibited more positive, reactance responses (increased perceived performance, increased rated performance, greater domain identification, and higher well-being) than low efficacy leaders. Additionally, perceived performance mediated the domain identification and well-being effects of stereotype activation on high and low efficacy leaders.

Key Words: gender • leadership • reactance • self-efficacy • small groups • stereotypes

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This Article Abstract Full Text (PDF) Free Alert me when this article is cited Alert me if a correction is posted Services Email this article to a friend Similar articles in this journal Similar articles in ISI Web of Science Alert me to new issues of the journal Add to Saved Citations Download to citation manager Add to My Marked Citations Citing Articles Citing Articles via Google Scholar Google Scholar Articles by Hoyt, C. L. Articles by Blascovich, J. Search for Related Content Social Bookmarking                   What's this?