DOES DIVERSITY-VALUING BEHAVIOR RESULT IN DIMINISHED PERFORMANCE RATINGS FOR NON-WHITE AND FEMALE LEADERS?

• 成果类型: Article
• 署名作者: Hekman, David R.; Johnson, Stefanie K.; Foo, Maw-Der; Yang, Wei
• 署名单位: University of Colorado System; University of Colorado Boulder; National University of Singapore; University of Texas System; University of Texas Austin
• 刊物名称: ACADEMY OF MANAGEMENT JOURNAL
• ISSN/ISSBN: 0001-4273
• DOI: 10.5465/amj.2014.0538
• 发表日期: 2017
• 页码: 771-797
• 关键词: social-dominance orientation; AFFIRMATIVE-ACTION PROGRAMS; STEREOTYPE CONTENT MODEL; gender stereotypes; QUEEN-BEE; IN-GROUP; METAANALYTIC EXAMINATION; BOARD APPOINTMENTS; corporate boards; firm performance

摘要

We seek to help solve the puzzle of why top-level leaders are disproportionately White men. We suggest that this race-and sex-based status and power gap persists, in part, because ethnic minority and female leaders are discouraged from engaging in diversityvaluing behavior. We hypothesize, and test in both field and laboratory samples, that ethnic minority or female leaders who engage in diversity-valuing behavior are penalized with worse performance ratings, whereas White or male leaders who engage in diversity-valuing behavior are not penalized for doing so. We find that this divergent effect results from traditional negative race and sex stereotypes (i. e., lower competence judgments) placed upon diversity-valuing ethnic minority and female leaders. We discuss how our findings extend and enrich the vast literatures on the glass ceiling, tokenism, and workplace discrimination.