Previous research demonstrates the damaging effects of hostile sexism enacted towards women in the workplace. However, there is less research on the consequences of benevolent sexism: a subjectively positive form of discrimination. The paper aims to discuss these issues.
Drawing from ambivalent sexism theory, the authors first utilized an experimental methodology in which benevolent and hostile sexism were interpersonally enacted toward both male and female participants.
Results suggested that benevolent sexism negatively impacted participants' self-efficacy in mixed-sex interactions. Extending these findings, the results of a second field study clarify self-efficacy as a mediating mechanism in the relationship between benevolent sexism and workplace performance.
Finally, benevolent sexism contributed incremental prediction of performance above and beyond incivility, further illustrating the detrimental consequences of benevolently sexist attitudes towards women in the workplace.
Jones, K., Stewart, K., King, E., Botsford Morgan, W., Gilrane, V. and Hylton, K. (2014), "Negative consequence of benevolent sexism on efficacy and performance", Gender in Management, Vol. 29 No. 3, pp. 171-189. https://doi.org/10.1108/GM-07-2013-0086Download as .RIS
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