Legitimacy, Organizational Sex Composition, and Female Leadership

Abstract

In this paper, we examine the effects of legitimation and delegitimation of female leaders in male- and female-dominated organizations on leader behavior toward their subordinates. Drawing upon status and legitimacy theories, we argue that delegitimation represents one event that makes gender stereotypes salient in different organizational contexts, and by this means affects leader–subordinate interaction. Gender stereotypes will be more salient in male- than in female-dominated organizations, but only when female leaders are delegitimated. Specifically, we hypothesize that deauthorized female leaders will exhibit more deferential and less directive behavior than authorized female leaders, and this effect will be stronger in male- than in female-dominated organizations. Authorized female leaders, however, will express a similar amount of deferential and directive behavior, regardless of organizational sex composition. To test these hypotheses, we created a laboratory experiment with simulated organizations. Results are mixed. Deauthorized leaders are marginally more deferential than authorized leaders, and this effect is stronger in male-dominated organizations; authorized leaders express similar amounts of deferential behavior in both types of organizations. Yet, leaders are more directive in male- than in female-dominated organizations, whether they are deauthorized or authorized. We discuss the implications of these results and future directions for this research.

Citation

Johnson, C., Fasula, A.M., Hysom, S.J. and Khanna, N. (2006), "Legitimacy, Organizational Sex Composition, and Female Leadership", Thye, S.R. and Lawler, E.J. (Ed.) Advances in Group Processes (Advances in Group Processes, Vol. 23), Emerald Group Publishing Limited, Leeds, pp. 117-147. https://doi.org/10.1016/S0882-6145(06)23005-4