Gender and Leadership. Gary N. Powell

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СКАЧАТЬ do not necessarily apply to the actual practice of management. As noted earlier, stereotypes of all kinds tend to be durable and may not reflect current realities. Stereotypes of leaders as possessing predominantly masculine traits may not reflect what actually makes for effective leaders. Instead, these stereotypes may reflect only that most managers have been men and that most men have been expected to conform to a norm of masculinity.

      Further, leader stereotypes may be dependent on the racial and ethnic composition of the management ranks. The vast majority of both female and male managers, especially at top management levels, are whites, with women of color being the most underrepresented group (Piazza, 2016). Leader stereotypes may largely reflect beliefs about the characteristics of leaders from the dominant racial and ethnic group in the managerial ranks and ignore the characteristics of leaders from other groups (Parker & ogilvie, 1996; Sanchez-Hucles & Davis, 2010).

      In conclusion, I expect that the linkage between gender and leader stereotypes is likely to continue to emphasize masculinity, even if there are gradual declines in this emphasis. I see the emphasis on masculinity in leader stereotypes as unlikely to go away entirely, at least anytime soon, because the forces that maintain it are so strong. Further, it is likely to be reinforced by the continued predominance of men in top management positions, which leads us to the next chapter.

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