View Item 

Show simple item record

Perceptions of Women and Men Leaders Following 360‐Degree Feedback Evaluations
dc.contributor.authorPfaff, Lawrence A.en_US
dc.contributor.authorBoatwright, Karyn J.en_US
dc.contributor.authorPotthoff, Andrea L.en_US
dc.contributor.authorFinan, Caitlinen_US
dc.contributor.authorUlrey, Leigh Annen_US
dc.contributor.authorHuber, Daniel M.en_US
dc.date.accessioned2013-05-02T19:35:06Z
dc.date.available2014-02-03T16:21:44Zen_US
dc.date.issued2013en_US
dc.identifier.citationPfaff, Lawrence A.; Boatwright, Karyn J.; Potthoff, Andrea L.; Finan, Caitlin; Ulrey, Leigh Ann; Huber, Daniel M. (2013). "Perceptions of Women and Men Leaders Following 360‐Degree Feedback Evaluations." Performance Improvement Quarterly 26(1): 35-56. <http://hdl.handle.net/2027.42/97470>en_US
dc.identifier.issn0898-5952en_US
dc.identifier.issn1937-8327en_US
dc.identifier.urihttps://hdl.handle.net/2027.42/97470
dc.description.abstractIn this study, researchers used a customized 360‐degree method to examine the frequency with which 1,546 men and 721 women leaders perceived themselves and were perceived by colleagues as using 10 relational and 10 task‐oriented leadership behaviors, as addressed in the Management‐Leadership Practices Inventory (MLPI). As hypothesized, men and women leaders, as well as their supervisors, employees, and peers, perceived women leaders to employ nine of the 10 relational leadership behaviors significantly more frequently than men leaders. Additionally, the employees' perceptions of their women leaders' use of task‐oriented behaviors were significantly higher when compared to similar assessments from the employees of men leaders. However, the leaders as well as their supervisors and peers perceived men and women leaders' use of task‐oriented behaviors as approximately equal. Broader implications of these findings are discussed.en_US
dc.publisherJohn Wiley & Sons, Inc.en_US
dc.titlePerceptions of Women and Men Leaders Following 360‐Degree Feedback Evaluationsen_US
dc.typeArticleen_US
dc.rights.robotsIndexNoFollowen_US
dc.subject.hlbsecondlevelManagementen_US
dc.subject.hlbtoplevelBusinessen_US
dc.description.peerreviewedPeer Revieweden_US
dc.contributor.affiliationumUniversity of Michigan Health Systemen_US
dc.contributor.affiliationotherProfessor of psychology, Spring Arbor University, Michiganen_US
dc.contributor.affiliationotherAmeriCorpsen_US
dc.contributor.affiliationotherDoctoral candidate, clinical psychology, University of Houstonen_US
dc.contributor.affiliationotherInstructor, psychology and women's studies, Kalamazoo Collegeen_US
dc.contributor.affiliationotherStaff psychologist, Albany Stratton Veterans Affairs Medical Centeren_US
dc.description.bitstreamurlhttp://deepblue.lib.umich.edu/bitstream/2027.42/97470/1/21134_ftp.pdf
dc.identifier.doi10.1002/piq.21134en_US
dc.identifier.sourcePerformance Improvement Quarterlyen_US
dc.identifier.citedreferenceMcAlpine, K.L. ( 2009 ). Women and leadership: A qualitative analysis of female CEOs of Fortune 500 companies. Unpublished manuscript, Kalamazoo College, Kalamazoo, MI.en_US
dc.identifier.citedreferenceEagly, A. ( 2005 ). Women and men as leaders. In J. Antonakis, A.T. Cianciolo, & R.J. Sternberg (Eds.), The nature of leadership (pp. 279 – 301 ). Thousand Oaks, CA: Sage.en_US
dc.identifier.citedreferenceEagly, A.H., & Carli, L.L. ( 2007 a). The female leadership advantage: An evaluation of the evidence. Leadership Quarterly, 14, 807 – 834.en_US
dc.identifier.citedreferenceEagly, A.H., & Carli, L.L. ( 2007 b). Through the labyrinth: The truth about how women become leaders. Boston, MA: Harvard University Press.en_US
dc.identifier.citedreferenceEagly, A.H., & Chin, J.L. ( 2010 ). Diversity and leadership in a changing world. American Psychologist, 65, 216 – 224.en_US
dc.identifier.citedreferenceEagly, A.H., & Karau, S.J. ( 2002 ). Role congruity theory of prejudice toward female leaders.en_US
dc.identifier.citedreferenceFletcher, J. ( 2003 ). The different faces of feminist leadership. Paper presented at the Annual Meeting of the American Psychological Association, Toronto, Canada.en_US
dc.identifier.citedreferenceFletcher, J.K. ( 1999 ). Disappearing acts: Gender, power, and relational practice at work. Cambridge, MA: MIT Press.en_US
dc.identifier.citedreferenceFletcher, J.K. ( 2007 ). Leadership, power, and positive relationships. In J.E. Dutton & B.R. Ragins (Eds.), Exploring positive relationships at work: Building a theoretical and research foundation (pp. 347 – 371 ). Mahwah, NJ: Lawrence Erlbaum Associates.en_US
dc.identifier.citedreferenceGittell, J.H. ( 2003 ). The Southwest Airlines way: Using the power of relationships to achieve high performance. New York, NY: McGraw‐Hill.en_US
dc.identifier.citedreferenceGittell, J.H. ( 2011 ). New directions for relational coordination theory. In K. Cameron & G. Spreitzer (Eds.), Oxford handbook of positive organizational scholarship. Oxford, England: Oxford University Press.en_US
dc.identifier.citedreferenceGittell, J.H., & Douglas, A. ( 2010 ). Relational bureaucracy: On the boundary of relational and bureaucratic organizing. Unpublished manuscript.en_US
dc.identifier.citedreferenceHalpin, A.W. ( 1957 ). Manual for the Leader Behavior Description Questionnaire. Center for Business Research, College of Commerce and Administration. Columbus, OH: Ohio State University.en_US
dc.identifier.citedreferenceHelfat, C.E., Harris, D., & Wolfson, P.J. ( 2006 ). The pipeline to the top: Women and men in the top executive ranks of U.S. corporations. Academy of Management Perspectives, 20 ( 4 ), 42 – 64.en_US
dc.identifier.citedreferenceKark, R. ( 2011 ). Workplace intimacy in leader‐follower relationships. In K. Cameron & G. Spreitzer (Eds.), Oxford handbook of positive organizational scholarship (pp. 423 – 438 ). Oxford, England: Oxford University Press.en_US
dc.identifier.citedreferenceNorthouse, P. G. 2004. Leadership: Theory and practice. Thousand Oaks, CA: Sage.en_US
dc.identifier.citedreferencePfaff, L.A. ( 1989 ). Management‐Leadership Practices Inventory. Portage, MI: Author.en_US
dc.identifier.citedreferencePfaff, L.A. ( 1995 ). MLPI psychometrics. Unpublished manuscript.en_US
dc.identifier.citedreferencePowell, G.N., Butterfield, D.A., & Parent, J.D. ( 2002 ). Gender and managerial stereotypes: Have the times changed? Journal of Management, 28, 177 – 193.en_US
dc.identifier.citedreferenceRaelin, J. ( 2003 ). Creating leaderful organizations: How to bring out leadership in everyone. San Francisco, CA: Berrett‐Koehler.en_US
dc.identifier.citedreferenceRitchie, B.S., Fassinger, R.E., Linn, S.G., Johnson, J., Prosser, J., & Robinson, S. ( 1997 ). Persistence, connection, and passion: A qualitative study of the career development of highly achieving African American‐black and white women. Journal of Counseling Psychology, 44, 133 – 148.en_US
dc.identifier.citedreferenceSchullery, N.M., Schullery, S.E., Knudstrup, P., & Pfaff, L.A. ( 2009 ). The relationship between personality type and 360‐degree evaluation of management skills. Journal of Psychological Type, 69 ( 11 ), 141 – 155.en_US
dc.identifier.citedreferenceSenge, P.M. ( 2006 ). The fifth discipline: The art and practice of the learning organization (2nd ed.). London, England: Random House.en_US
dc.identifier.citedreferenceU.S. Bureau of Labor Statistics. ( 2009, January). Household data annual averages: Employed persons by detailed occupation, sex, race, and Hispanic or Latino ethnicity. Retrieved from http://www.bls.gov/cps/cpsaat11.pdfen_US
dc.identifier.citedreferenceYeagley, E.E., Subich, L.M., & Tokar, D.M. ( 2010 ). Modeling college women's perceptions of elite leadership positions with Social Cognitive Career Theory. Journal of Vocational Behaviors, 66, 304 – 325.en_US
dc.identifier.citedreferenceAtwater, L.E., Brett, J.F., Waldman, D., DiMare, L., & Hayden, M.V. ( 2004 ). Men's and women's perceptions of the gender typing of management subroles. Sex Roles, 50, 191 – 199.en_US
dc.identifier.citedreferenceBartol, K.M., Martin, D.C., & Kromkowski, J.A. ( 2003 ). Leadership and the glass ceiling: Gender and ethnic group influences on leader behaviors at middle and executive managerial levels. The Journal of Leadership and Organizational Studies, 9, 8 – 19.en_US
dc.identifier.citedreferenceBoatwright, K.J., & Forrest, L. ( 2000 ). Leadership preferences: The influence of gender and needs for connection on workers' ideal preferences for leadership behaviors. The Journal of Leadership and Organizational Studies, 7, 18 – 34.en_US
dc.identifier.citedreferenceCatalyst. ( 2008 ). Census of women corporate officers and top earners. New York, NY: Catalyst. Retrieved from http://www.catalyst.org.en_US
dc.identifier.citedreferenceChin, J.L. ( 2004 ). Feminist leadership: Feminist visions and diverse voices. Psychology of Women Quarterly, 28, 1 – 8.en_US
dc.identifier.citedreferenceDennis, M.R., & Kunkel, A.D. ( 2004 ). Perceptions of men, women, and CEOs: The effects of gender identity. Social Behavior and Personality, 32 ( 2 ), 155 – 172.en_US
dc.owningcollnameInterdisciplinary and Peer-Reviewed


Files in this item

Name:
21134_ftp.pdf
Size:
157.7KB
Format:
PDF
View/Open

Show simple item record

Remediation of Harmful Language

The University of Michigan Library aims to describe library materials in a way that respects the people and communities who create, use, and are represented in our collections. Report harmful or offensive language in catalog records, finding aids, or elsewhere in our collections anonymously through our metadata feedback form. More information at Remediation of Harmful Language.

Accessibility

If you are unable to use this file in its current format, please select the Contact Us link and we can modify it to make it more accessible to you.