Are male leaders penalized for seeking help? The influence of gender and asking behaviors on competence perceptions |
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| Institution: | 1. Duke University, Durham, NC, United States;2. University of San Diego, San Diego, CA, United States;3. University of Pittsburgh, Pittsburgh, PA, United States;1. Department of Psychology, The University of Houston, 126 Heyne Building, Houston, TX 77204-6021, United States;2. College of Business, Zayed University, Dubai, United Arab Emirates;3. van Driel Consulting, 629 Vrebenia Dr., Satellite Beach, FL 32937, United States;4. Defense Equal Opportunity Management Institute, 366 Tuskegee Airmen Drive, Patrick Air Force Base, FL 32925-3399, United States;5. College of Business and Public Policy, University of Alaska Anchorage, 3211 Providence Drive, RH-306, Anchorage, AK 99508, United States;1. Centre for Trust, Peace and Social Relations, Coventry University, UK;2. Centre for the Study of Group Processes, University of Kent, UK;3. University of Sheffield, UK |
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| Abstract: | This study draws on research derived from role congruity theory (RCT) and the status incongruity hypothesis (SIH) to test the prediction that male leaders who seek help will be evaluated as less competent than male leaders who do not seek help. In a field setting, Study 1 showed that seeking help was negatively related to perceived competence for male (but not female) leaders. In an experimental setting, Study 2 showed that this effect was not moderated by leadership style (Study 2a) or a gender-specific context (Study 2b). Study 2b further showed that the cognitive tenets of RCT rather than the motivational view espoused by the SIH explained our findings. Specifically, leader typicality (perceptions of help seeking as an atypical behavior for male leaders; the RCT view), and not leader weakness (a proscribed behavior for male leaders; the SIH view), mediated our predicted moderation. |
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