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The purpose of this paper was to investigate personality-related antecedents of Vietnamese workers' attitudes toward female managers, which subsequently predicted workers' judgments of them.

This study used a factorial experiment to examine participants' general attitudes toward women's rights and roles and their particular attitudes toward female managers in the workplace. Vietnamese workers (N = 159) were randomly assigned to experimental conditions of manager performance and completed a post-test questionnaire. This study also qualitatively explored participants' observations of any gender stereotypes in the workplace.

Findings demonstrated that participants' gender, general attitudes toward women's social rights and roles, and internal work locus of control positively predicted their attitudes toward female managers. Qualitative findings showed perceived gender-based egalitarianism in the workplace, but women's leadership qualities were barely recognized.

This study is the first to utilize a mixed-method approach to assess Vietnamese workers' attitudes, contributing to the literature on attitudes toward both women in general and women in management in Asia generally and in Vietnam in particular.

The purpose of this paper is to determine how men's perceptions of power distance (PD) and levels of social dominance orientation (SDO) interact to influence perceptions of women as managers in egalitarian and non‐egalitarian countries.

A team of multinational researchers distributed questionnaires composed of previously validated scales measuring SDO, PD and Attitude toward Women as Managers to US and Kuwaiti men in college. The study hypotheses were tested using hierarchical regression.

It was discovered that high levels of SDO in college men was negatively related to a favorable attitude toward women as managers in both the US and Kuwait. It was also found that perceptions of PD moderated the relationship between SDO and attitudes toward women as managers in Kuwait, but not in the USA. In addition, the interaction between PD and SDO was weaker in cultures that are more egalitarian as compared to those considered to be non‐egalitarian. The findings also suggested within‐group variance in terms of PD (i.e. Kuwait).

To the authors' knowledge, they are the first to empirically support the idea that PD interacts with SDO in influencing attitudes toward women managers in a comparison of countries with different levels of gender egalitarianism.

Organizations need to address stereotypical bias in order to ensure that they do not underutilize any segment of the talent pool, and scarce managerial skills are effectively deployed. To this aim, research on gender stereotypes would provide valuable information to corporate leaders. Given the dearth of empirical research on this issue for the case of Greece, the current study was designed to explore the relationship between attitudes toward women as managers and gender‐based stereotypes.

A survey was conducted using a structured questionnaire. Participants in the survey were 173 full‐time employees working for firms across all the sectors of the economy.

The main findings indicate that the primary source of shaping respondents’ attitudes is their own gender. Other personal characteristics such as age, education, managerial experience, and working under a female supervisor seem not to have a measurable effect on employees’ stereotypic attitudes toward women in management. Furthermore, organizational characteristics such as the firm's nationality, ownership, sector, or department do not seem to provide any source of variance in employees’ attitudes.

Further research to extend the current investigation to employers and managers would allow for a more articulated discussion of the main sources of influence on stereotypical attitudes toward women in management.

Given the scarcity of empirical research on stereotyping and women's career prospects in Greece, this study contributes to debates in the wider academic community on the issue of analysing empirically stereotypic attitudes toward women as managers.

This study aims to investigate the individual factors that directly and indirectly favor (or hinder) employees’ attitudes toward women in management. Two sides of psychological ownership (PO), promotion-focused and prevention-focused PO, are studied as having a direct effect on employees’ attitudes toward women in management. Past and future temporal focuses are examined as possible antecedents to the sides of PO, and as indirectly affecting employees’ attitudes toward women in management.

Survey questionnaires were collected from 230 MBA and related program students who were currently working and enrolled in one of six different universities in Ethiopia. Confirmatory factor analysis was applied to validate all measurement scales, and structural equation modeling was used to test the study hypotheses using Mplus software.

Employees with promotion-focused PO and employees with prevention-focused PO had a favorable and unfavorable attitude, respectively, toward women in management. In addition, a future temporal focus had a significant positive effect on promotion-focused PO, and a past temporal focus had a significant positive effect on prevention-focused PO. Overall, this mediation model showed that promotion-focused PO partially mediates the relationship between future temporal focus and attitudes toward equal opportunity for women managers, whereas prevention-focused PO fully mediates the negative relationship between past temporal focus and attitudes toward women in management.

This study provides new insight for organizations by showing how employees’ temporal focus explains their side of PO and how that affects their reaction toward women in management.

A new mechanism for revealing gender inequality in organizations is introduced. Moreover, the relationship between temporal focus and PO is discovered. This study is novel in providing an understanding of the antecedent to and effect of prevention-focused PO, which are largely overlooked in extant research.

Women are vastly underrepresented in corporate Greece. One widely accepted explanation for this situation is the negative stereotypes about women as managers. Given the apparent influence of business students' stereotypes on future discriminatory behaviour toward women in management, and given the dearth of empirical research on this issue for the Greek case, this study aims at measuring and assessing gender‐based attitudes of surveyed students.

A survey was conducted involving 323 undergraduate students majoring in business administration at the University of Macedonia, Greece.

The main finding is that business students' attitudes toward women in management are primarily shaped by their own gender. This study, employing the Women as Managers Scale, found that male business students hold relatively negative stereotypic attitudes compared to their female counterparts. In addition, it was found that gender was by far the most influential factor in accounting for the difference in attitudes. No significant differences on other sample characteristics such as age, work experience and cooperation with female supervisor were detected.

Further research to extend the current investigation to full‐time employees and managers would allow for a more articulated discussion of the main sources of influence on stereotypical attitudes toward women in management.

Given the dearth of empirical research on stereotyping and women's career prospects in Greece, this study contributes to debates in the wider academic community on the issue of analyzing empirically stereotypic attitudes toward women as managers.

Traditionally, the differences between men and women have been used as excuses to exclude females from certain jobs. Occupational segregation is the term that has been used to describe the heavy concentrations of men and women into different jobs. For example, occupational segregation supposedly explains why men dominate managerial positions while women are often consigned to other occupations with lower pay, status, and responsibility. Specifically, Fierman (1990) reported that only nineteen of more than four thousand people (less than half of one per cent) listed as the highest paid officers and directors of the largest eight hundred public U.S. companies were women.

This paper examines attitudes toward women managers in Chile (n=194) and the USA (n=218) using the women as managers scale (WAMS) and a Spanish version of WAMS developed for this study. Across both cultures, two coherent measures were labeled “acceptance” and “ability”. No cultural differences in the acceptance of women as managers were discovered. The differences in acceptance were divided solely according to sex. There were differences in the perceived ability of women managers for both the sex and culture variables. The paper then compares the impact of the sex and culture variables. Results show that sex explained approximately three times more variance than culture. These findings can inform both the expatriate woman manager who is likely to encounter friction in interactions with males in many cultures and the human resource manager interested in improving the success of women managers working overseas.

The primary purpose of this study is to examine the relationship between ambivalent sexism (hostile and benevolent sexism) and managerial choice, considering organizational culture as a moderating variable. Additionally, the study addresses employees’ preference for working with same-sex managers as opposed to opposite-sex managers.

Data were collected from 245 white-collar employees working in a large-sized holding company in Ankara, Türkiye, using the survey method. PROCESS Macro was used to test the hypotheses.

Neither hostile nor benevolent sexism directly affected managerial choice. However, perceived gender equality within an organization was found to significantly affect the preference for working with female managers. Gender equality in organizational culture did not have a significant moderating effect on the relationship between hostile and benevolent sexism and the inclination to work with women managers. Furthermore, the participants reported a tendency to work with same-sex managers independent of their sexist attitudes and perceived organizational culture.

This study sheds light on the literature by examining the joint effects of sexism and perceived gender inequality on the desire of working women managers. In doing so, this study differs from previous studies focusing solely on individual variables such as personality and sexism or situational variables as hindering factors for women’s attainment of managerial positions.

The purpose of this paper is to describe a longitudinal study which followed up middle managers who had participated in a survey on attitudes to promotion eight years earlier. The aim was to contact a sample of these individuals to ascertain their current views on women's career advancement in management.

In‐depth interviews were conducted with 30 interviewees (19 male and 11 female managers). Respondents were reminded of their initial response to the question “How long do you think it will take before women in this organisation fill 50 per cent of senior management positions?” Current views were recorded to ascertain if any attitudinal changes had occurred over the previous eight years.

The responses from this sample reflected a pessimistic change in views and were consistent with the view that gender stereotyping of the management role continues, influencing attitudes toward the appropriateness of women in senior management positions. The majority of these male and female managers now feel that it will take “more than ten years” before female managers fill 50 per cent of senior management positions, suggesting that some respondents do not believe they will see this outcome during their working life‐time.

Limitations of the follow‐up study were the small sample that was available, highlighting some of the methodological difficulties involved in carrying out research of a longitudinal nature. The responses obtained suggested that gender stereotyping of the management role continues, exerting a negative influence on the career advancement of women. It was concluded that female talent is still not being utilised sufficiently in the ranks of senior management. Practical implications of such practices are noted.

This paper allows an examination of any attitude change that may have occurred in a small sample of managers who participated in an initial study in relation to predictions about the length of time it will now take for women to fill 50 per cent of senior management roles. Obviously, because of the small sample, it will not be possible to draw any generalizations from the results obtained, however it will be possible to observe the indicative trends, and these may suggest fruitful paths of exploration for future research.

As globalization intensifies, the need for tapping the capabilities of corporations’ human resources, gecome more paramount. To this end, businesses cannot afford to have their most important resource, their people, hampered by attitudes that detract from their abilities to perform at their best. This is especially relevant when there may be a misconception that being male is synonymous with management competency. The focus of this research was on exploring the attitudes towards women managers in the United States and Poland. Questionnaires were distributed to two groups of individuals within each nation, professionals and graduating business students or “future managers”. There were 157 and 295 usable responses from Poland and the United States, respectively. The results indicate that Polish women may have more negative attitudes to overcome in becoming managers in comparison to the US counterparts. Perhaps more disconcerting is the potential that “future managers” in Poland may have even more negative attitudes toward women as managers.