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Book part
Publication date: 13 July 2017

Sunita Ramam Rupavataram

Gender-stereotyped organizational expectations compromise outcomes desired from numerically balanced gender representation. Sex-roles allow both men and women to exhibit masculine…

Abstract

Gender-stereotyped organizational expectations compromise outcomes desired from numerically balanced gender representation. Sex-roles allow both men and women to exhibit masculine or feminine behaviors based on their self-construal of “psychological-gender.” Emotional intelligence (EI) is considered “feminine” and rational intelligence “masculine.” So, using Bem sex-role inventory and Emotional Intelligence Appraisal, the current study explored EI in 217 senior Indian managers from masculine/feminine sex-role perspective. There was no difference in EI of men/women. Moreover, EI did not differ in men/women categorized in “same” sex-role. However significant differences emerged across sex-roles with feminine sex-role participants actually scoring significantly lesser than androgynous or masculine sex-role participants although emotional intelligence is considered as a feminine intelligence. Implications of sex-role-driven differences in EI in organizational context are discussed.

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Emotions and Identity
Type: Book
ISBN: 978-1-78714-438-5

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Book part
Publication date: 20 September 2014

Carlijne Joosten, Jenny Sok and Robert J. Blomme

Literature and practice show that the integration of feminine characteristics into leadership in the management of hotel organizations is becoming increasingly important. Although…

Abstract

Literature and practice show that the integration of feminine characteristics into leadership in the management of hotel organizations is becoming increasingly important. Although some leading hotel chains claim to further this integration by encouraging women to develop their career paths upwards into the higher management ranks, little research has been conducted into this phenomenon. This is why this study seeks to assess and elaborate the current status of attempts to integrate feminine aspects into leadership within the hotel industry. The qualitative study held among hotel managers demonstrates that the terms ‘masculine’ and ‘feminine’ are confusing. Additionally, when feminine and masculine leadership are considered, these terms are not carefully implemented. Hence, there is a strong need for greater in-depth knowledge and effective training to enhance the successful implementation of feminine and masculine leadership in the hotel industry.

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Advances in Hospitality and Leisure
Type: Book
ISBN: 978-1-78441-174-9

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Article
Publication date: 12 October 2023

Nora Elena Daher-Moreno and Kara A. Arnold

This study aims to investigate the relationship between feminine gender identity and leadership intention. Based on the theory of planned behavior and social role theory, the…

Abstract

Purpose

This study aims to investigate the relationship between feminine gender identity and leadership intention. Based on the theory of planned behavior and social role theory, the indirect relationship between feminine gender identity and leadership intention was analyzed through affective motivation to lead and perceived leadership self-efficacy. In addition, drawing on the person–environment fit theory, feminine gender identity was examined as a moderator of the relationship between cooperative organizational culture and leadership intention.

Design/methodology/approach

A cross-sectional survey was administered among a sample of 183 full-time employees.

Findings

Results demonstrated that controlling for sex, perceived leadership self-efficacy mediated the relationship between feminine gender role identity and leadership intention. In addition, feminine gender role identity acted as a moderator in strengthening the relationship between cooperative organizational culture and leadership intention such that highly feminine individuals in high cooperative organizational cultures showed higher intentions to become leaders than did individuals with less feminine identities.

Research limitations/implications

In research on leadership intentions, it will be important to measure both sex and gender, as gender identity explains variance in important outcomes over and above sex. In addition, beginning to include organizational characteristics (such as perception of culture) in this stream of research is important.

Practical implications

Organizations wishing to promote more feminine individuals to leadership roles should examine their organizational culture to determine if it is cooperative, as this type of culture allows these individuals to be more intent on seeking leadership roles.

Originality/value

This research adds up to the literature by looking at an organizational factor, culture, and analyzing its role in increasing leadership intention in highly feminine individuals. In addition, by studying gender while controlling for sex, this paper suggests that regardless of sex (being a female or a male), feminine individuals will benefit from a cooperative environment. This includes any individuals (females and males) that identify more with communal behaviors.

Details

Gender in Management: An International Journal , vol. 39 no. 3
Type: Research Article
ISSN: 1754-2413

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Open Access
Article
Publication date: 12 April 2023

Sanne Feenstra, Janka I. Stoker, Joris Lammers and Harry Garretsen

A key obstacle to women’s advancement to managerial roles and leadership positions is the stereotype of the “good” manager, which is characterized by masculine traits. Although…

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Abstract

Purpose

A key obstacle to women’s advancement to managerial roles and leadership positions is the stereotype of the “good” manager, which is characterized by masculine traits. Although this gendered managerial stereotype has been very persistent over the past decades, Powell et al. (2021) recently showed that business students in the USA reported a decreased preference for masculine leadership traits and an increased preference for feminine leadership traits, resulting in a so-called “androgynous” manager profile that contains both masculine and feminine characteristics. This study aims to replicate Powell et al.’s (2021) findings among an older sample of working adults in The Netherlands.

Design/methodology/approach

The present study tests for changes in the managerial stereotype in a sample of 5,542 Dutch employees across 2005, 2010 and 2020.

Findings

In line with Powell et al. (2021), the results confirm employees’ decreased preference for masculine and increased preference for feminine leadership traits in 2020 compared to 2005. Nevertheless, Dutch employees still favored masculine over feminine leadership traits in 2020, contrary to the findings by Powell et al. (2021).

Practical implications

These observed changes in the managerial stereotype could prove to be an important step forward for women’s advancement to management and leadership positions.

Originality/value

With the present study, the authors demonstrate cross-cultural generalizability and conclude that the stereotype of a “good manager” is not only changing among US business students but also among working adults in The Netherlands. Overall, this study strengthens the observation that the stereotype of a “good manager” is becoming less gendered.

Details

Gender in Management: An International Journal , vol. 38 no. 6
Type: Research Article
ISSN: 1754-2413

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Article
Publication date: 3 January 2023

Alberto Bravo Velázquez, Haiming Hang and Shengnan Ren

The authors’ research examines the impact of cross-cultural difference in dialectical thinking on consumers' responses to androgynous brands and its implication for brand equity…

Abstract

Purpose

The authors’ research examines the impact of cross-cultural difference in dialectical thinking on consumers' responses to androgynous brands and its implication for brand equity. Their research also aims to see how consumers take both feminine and masculine attributes into consideration to form their judgments of androgynous brand equity and whether this process is moderated by brand positioning.

Design/methodology/approach

The authors did two experiments with 400 Chinese consumers (high in dialectical thinking) and 528 British consumers (low in dialectical thinking) to test our framework.

Findings

The authors’ experimental results suggest an androgynous brand has higher brand equity in China than in the UK. Furthermore, Chinese consumers rate higher feminine/masculine attributes of masculine/feminine brands. In addition, an androgynous brand's equity is mainly driven by its less dominant attributes. Finally, their results suggest that brand positioning moderates the mediating role of less dominant attributes, more evident when brand positioning matches (vs mismatches) an androgynous brand's more dominant attributes.

Originality/value

By focusing on cross-cultural differences in dialectical thinking, the authors’ research offers a novel approach to reconcile existing inconclusive results on androgynous brand equity. Second, to their best knowledge, their research is the first to examine how feminine and masculine attributes jointly decide androgynous brand equity. Finally, by focusing on brand positioning, their research highlights the importance of an androgynous brand's less dominant attributes in driving its brand equity and provides a tool international marketing managers can use to strengthen such influence.

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International Marketing Review, vol. 40 no. 1
Type: Research Article
ISSN: 0265-1335

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Article
Publication date: 17 July 2019

Basak Denizci Guillet, Anna Pavesi, Cathy H.C. Hsu and Karin Weber

The purpose of this study is to examine and discuss whether women executives in the hospitality industry in Hong Kong adopt a feminine, masculine or gender-neutral approach to…

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Abstract

Purpose

The purpose of this study is to examine and discuss whether women executives in the hospitality industry in Hong Kong adopt a feminine, masculine or gender-neutral approach to leadership.

Design/methodology/approach

This study focuses on women with positional power in senior-level leadership roles within the hospitality and tourism industry in Hong Kong. A qualitative approach was taken to capture the multiple dimensions of these female executive’s leadership orientations. The participants included 24 women executives.

Findings

Participants’ representations show that women have a multitude of leadership styles that operate on three continua. Not all women executives display leadership orientations that adhere to their indigenous culture values. Individual differences or differences related to the organizational culture are still relevant.

Research limitations/implications

A low number of women in leadership positions in Hong Kong limited the selection process of participants. There might be a selection bias based on that the participants volunteered to participate in the research study and some declined. Findings are based on participants’ memory to reflect on their leadership styles.

Originality/value

Because of the traditional and conventional definitions of leadership, women leaders might feel that they should behave in a masculine way to be taken seriously as a leader. There is a need to understand whether women executives today manage to defeat these stereotypes and comfortably display a feminine approach to leadership. A culture that values and leverages feminine approaches in addition to masculine approaches is likely to have higher engagement and retention of women.

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International Journal of Contemporary Hospitality Management, vol. 31 no. 7
Type: Research Article
ISSN: 0959-6119

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Article
Publication date: 16 February 2022

Shu-Chen Chen and Jieqi Shao

This research aims to examine the indirect relationship between feminine traits and employee contextual performance through transformational leadership. Additionally, it explored…

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Abstract

Purpose

This research aims to examine the indirect relationship between feminine traits and employee contextual performance through transformational leadership. Additionally, it explored the role of leaders’ sex in moderating the relationship between feminine traits and transformational leadership through a moderated mediation model that subsequently influences employee contextual performance.

Design/methodology/approach

This study tested and validated the moderated mediation model using a two-wave survey with 295 samples. Bootstrapping was adopted for model testing.

Findings

The results indicated that leaders’ sex moderated the relationship between feminine traits and employee contextual performance through transformational leadership, such that the indirect effect was stronger for female leaders than for male leaders.

Practical implications

Female leaders can improve employee contextual performance by demonstrating transformational leadership with feminine traits. Organizations must implement measures (i.e. training) to promote the acceptance and application of leader gender and gender-role trait diversity, reduce the prevalence of gender stereotypes and help leaders benefit from learning and implementing the effective combination of leadership and feminine traits.

Originality/value

The study demonstrated the joint effects of leaders’ sex (difference) and gender-role traits on employee contextual performance through transformational leadership. These results provide female leaders with feminine traits to gain a leadership advantage and an in-depth understanding of role congruity theory from the perspective of leadership effectiveness.

Details

Gender in Management: An International Journal , vol. 37 no. 5
Type: Research Article
ISSN: 1754-2413

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Article
Publication date: 11 June 2018

Isabelle Ulrich and Elisabeth Tissier-Desbordes

The purpose of this paper is to examine the relationships between men and brands and specifically how they configure their masculinities in relation to daily used brands.

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Abstract

Purpose

The purpose of this paper is to examine the relationships between men and brands and specifically how they configure their masculinities in relation to daily used brands.

Design/methodology/approach

In-depth interviews with projective technique were conducted with 20 men with different masculinities and sexual orientations to explore their practices regarding and relations to various product categories and brands.

Findings

First, this paper shows how men’s relationships to daily used brands vary according to different forms of masculinities, in a continuum apparently disconnected from sexual orientation. Men with “resistant” masculinities are strongly attached to choosing masculine brands; others with more hybrid masculinities are more open to feminine brands and do not care about brand gender. Second, this paper shows the importance of brand gender salience: Men with more traditional masculinities interpret brands through the prism of gender first and over-interpret gendered cues in brand execution. Third, feminine brands are considered as threats for men with traditional masculinities. Fourth, brand extensions to the opposite sex are criticized by men with more traditional masculinities but appreciated by men with hybrid masculinities, independently of sexual orientation.

Originality/value

This paper investigates the relationships between men and brand gender for daily used brands, by introducing a diversity of masculinities. Furthermore, it builds on a qualitative approach to capture individuals’ diverse masculinities. This helps capture the complexity of gender and better understand the relationships between men, masculinities and brands.

Details

Qualitative Market Research: An International Journal, vol. 21 no. 3
Type: Research Article
ISSN: 1352-2752

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Article
Publication date: 22 January 2018

Benedikt Schnurr

This paper aims to investigate how product positioning affects the influence of product gender on consumers’ product evaluations.

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Abstract

Purpose

This paper aims to investigate how product positioning affects the influence of product gender on consumers’ product evaluations.

Design/methodology/approach

Using experimental designs, this research investigates how hedonic versus functional consumption goals affect consumers’ choice between feminine and masculine products (Study 1) and how positioning products as either hedonic or functional influences consumers’ evaluations of feminine and masculine products (Studies 2 and 3).

Findings

When pursuing hedonic consumption goals, consumers are more likely to choose feminine (vs masculine) products, whereas when pursuing functional consumption goals, consumers are more likely to choose masculine (vs feminine) products. Further, consumers evaluate feminine products more favorably when the products are hedonically (vs functionally) positioned, whereas they evaluate masculine products more favorably when the products are functionally (vs hedonically) positioned. Perceptions of product credibility mediate this effect.

Research limitations/implications

Connecting theories of gender identity, product positioning and congruity, this study extends previous literature by demonstrating that the effects of product gender are context-dependent.

Practical implications

Many companies use visual design cues (e.g. shape, color) to promote their products’ gender. The findings of this study suggest that companies promoting their products as feminine should highlight the products’ hedonic benefits, whereas companies promoting their products as masculine should highlight the products’ functional benefits.

Originality/value

Applying a conceptual congruity approach, this research is the first to demonstrate that the effects of product gender on consumers’ product evaluations depend on the product’s positioning.

Details

European Journal of Marketing, vol. 52 no. 1/2
Type: Research Article
ISSN: 0309-0566

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Article
Publication date: 2 July 2018

Nick Drydakis, Katerina Sidiropoulou, Vasiliki Bozani, Sandra Selmanovic and Swetketu Patnaik

The purpose of this paper is to examine whether masculine personality traits in women generate better job market prospects, as compared to feminine personality traits.

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Abstract

Purpose

The purpose of this paper is to examine whether masculine personality traits in women generate better job market prospects, as compared to feminine personality traits.

Design/methodology/approach

The authors utilized a field experiment (correspondent test) to capture the way in which firms respond to women who exhibit masculine and feminine personality traits. In doing so, the authors minimized the potential for reverse causality bias and unobserved heterogeneities to occur.

Findings

Women who exhibit masculine personality traits have a 4.3 percentage points greater likelihood of gaining access to occupations than those displaying feminine personality traits. In both male- and female-dominated occupations, women with masculine personality traits have an occupational access advantage, as compared to those exhibiting feminine personality traits. Moreover, women with masculine personality traits take up positions which offer 10 percentage points higher wages, in comparison with those displaying feminine personality traits. Furthermore, wage premiums are higher for those exhibiting masculine personality traits in male-dominated occupations than for female-dominated positions.

Practical implications

Within the labor market, masculine personality traits may increase competency levels and leadership capability.

Social implications

As feminine personality traits are stereotypically attributed to women, and these characteristics appear to yield fewer rewards within the market, they may offer one of many plausible explanations as to why women experience higher unemployment rates, while also receiving lower earnings, as compared to men.

Originality/value

Masculine and feminine personality traits may be a probable outcome of wage-related differentials. The experimental study isolates spurious relationships and offers clear evaluations of the effect of masculine and feminine personality traits on occupational access and wage distribution. To the best of the authors knowledge, this is the first-field experiment to examine the effect of masculine and feminine personality traits on entry-level pay scales.

Details

International Journal of Manpower, vol. 39 no. 4
Type: Research Article
ISSN: 0143-7720

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