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Take charge or be a team player? The...

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Take charge or be a team player? The effects of leadership style and gender representation on women's perceptions of the workplace.

Record Type:	Language materials, printed : Monograph/item
Title/Author:	Take charge or be a team player? The effects of leadership style and gender representation on women's perceptions of the workplace./
Author:	Grewal, Daisy.
Description:	117 p.
Notes:	Adviser: Valerie J. Purdie-Vaughns.
Contained By:	Dissertation Abstracts International68-06B.
Subject:	Psychology, Industrial. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3267254
ISBN:	9780549066118

Take charge or be a team player? The effects of leadership style and gender representation on women's perceptions of the workplace.
Grewal, Daisy.

Take charge or be a team player? The effects of leadership style and gender representation on women's perceptions of the workplace. - 117 p.

Adviser: Valerie J. Purdie-Vaughns.

Thesis (Ph.D.)--Yale University, 2007.

Five studies explore the role played by the situational cues of leadership style and gender representation in women's perceptions of opportunity in a company setting. Women were exposed to a prestigious consulting company through fictitious company brochures. The setting was portrayed as endorsing a democratic or autocratic leadership style through a quote made by the female CEO. The number of women who appeared serving on the Executive Board portrayed balanced or imbalanced gender representation. In Experiments 1-3, women perceived the most opportunity in a company setting that featured both a democratic leadership style and balanced gender representation. In addition, women exposed to the democratic and balanced representation setting perceived the company as the most gender diverse. Perceptions of gender diversity was found to be the underlying mechanism mediating the effect of setting cues on perceived opportunity (Experiments 1-2). In Experiment 4, men and women listed their identity-based concerns after exposure to an autocratic or democratic setting. Women, as compared to men, listed more concerns about interpersonal influence in response to the democratic setting. Experiment 5 manipulated women's interpersonal influence in a democratic and imbalanced gender representation setting through fictitious employee quotes. The manipulation was not successful in increasing women's perceived opportunity in the setting. Simply assuring women of interpersonal influence in a democratic setting may not be enough to change their perceptions of opportunity.

ISBN: 9780549066118Subjects--Topical Terms:

520063
Psychology, Industrial.

Take charge or be a team player? The effects of leadership style and gender representation on women's perceptions of the workplace.
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020 $a 9780549066118
035 $a (UMI)AAI3267254
035 $a AAI3267254
040 $a UMI $c UMI
100 1 $a Grewal, Daisy. $3 1019026
245 1 0 $a Take charge or be a team player? The effects of leadership style and gender representation on women's perceptions of the workplace.
300 $a 117 p.
500 $a Adviser: Valerie J. Purdie-Vaughns.
500 $a Source: Dissertation Abstracts International, Volume: 68-06, Section: B, page: 4164.
502 $a Thesis (Ph.D.)--Yale University, 2007.
520 $a Five studies explore the role played by the situational cues of leadership style and gender representation in women's perceptions of opportunity in a company setting. Women were exposed to a prestigious consulting company through fictitious company brochures. The setting was portrayed as endorsing a democratic or autocratic leadership style through a quote made by the female CEO. The number of women who appeared serving on the Executive Board portrayed balanced or imbalanced gender representation. In Experiments 1-3, women perceived the most opportunity in a company setting that featured both a democratic leadership style and balanced gender representation. In addition, women exposed to the democratic and balanced representation setting perceived the company as the most gender diverse. Perceptions of gender diversity was found to be the underlying mechanism mediating the effect of setting cues on perceived opportunity (Experiments 1-2). In Experiment 4, men and women listed their identity-based concerns after exposure to an autocratic or democratic setting. Women, as compared to men, listed more concerns about interpersonal influence in response to the democratic setting. Experiment 5 manipulated women's interpersonal influence in a democratic and imbalanced gender representation setting through fictitious employee quotes. The manipulation was not successful in increasing women's perceived opportunity in the setting. Simply assuring women of interpersonal influence in a democratic setting may not be enough to change their perceptions of opportunity.
590 $a School code: 0265.
650 4 $a Psychology, Industrial. $3 520063
650 4 $a Sociology, Industrial and Labor Relations. $3 1017858
650 4 $a Women's Studies. $3 1017481
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690 $a 0624
690 $a 0629
710 2 $a Yale University. $3 515640
773 0 $t Dissertation Abstracts International $g 68-06B.
790 $a 0265
790 1 0 $a Purdie-Vaughns, Valerie J., $e advisor
791 $a Ph.D.
792 $a 2007
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3267254