A social identity theory of leadership

Perspective on gender stereotypes: The Impact a Diversity Culture on Managers

TABLE OF CONTENTS

CHAPTER ONE: INTRODUCTION1

Purpose4

Hypothesis4

CHAPTER TWO: LITERATURE REVIEW5

Social Identity Theory5

Background and History6

Self-Categorization Theory8

Social Identity Theory of Leadership10

Fairness11

Leadership and Gender14

Leadership Categorization Theory14

Diversity Cultures16

CHAPTER THREE: METHODOLOGY18

Research Approach18

Participants18

Sample19

Research Instrument19

Statistical Test19

Ethical Issues20

Possible Limitations21

References22

A social identity theory of leadership

Perspective on gender stereotypes: The Impact a Diversity Culture on Managers

CHAPTER ONE: INTRODUCTION

Managerial stereotypes may be women's largest barrier to attaining leadership positions in any organization consistently; researchers have found managerial stereotypes are associated with masculine characteristics thereby limiting women's ability to break through the “glass ceiling.” Recently however, researchers have begun to notice women are being rated more effectively as leaders when compared to men, but this trend has mostly found a pro-gender bias rather than a true change in the stereotypes about leaders. Data indicates this trend has in fact increased the percentage of women in leadership positions within Fortune 500 Companies, and the number of female managers has increased from 21% in 1976 to 46% in 1999. When investigating sport organizations, a much different picture is seen. For instance, Acosta and Carpenter's (2008) longitudinal study of women in intercollegiate athletics has found that the percentage of women directing women's athletic programs has decreased from 90% in 1972 to 21.3% in 2008, and similarly, the proportion of women head coaches of women's teams has decreased from 90% to 42.4%.

Women's underrepresentation in intercollegiate athletics has received a plethora of attention in the literature, and Shaw, & Hoeber, (2003) asserted this line of research has evaluated sport organizations at all three organizational levels: macro, meso, and micro. At the macro level, research focuses on the structural and institutional elements which “shape the production and reproduction of gender”. For instance, researchers have established that women receive less for the human and social capital investments at the administrator and coaching level. Additionally, researchers have found access and treatment discrimination in intercollegiate athletics and postulate discrimination as another factor limiting women in leadership positions. Research at the meso level centers on the organization and focuses on how the organization contributes to the production or reproduction of gender. Four different frameworks have been utilized at the meso level: liberal individualism, liberal structuralism, valuing differences, and post equity. Researchers have advanced the study of gender equity within the sport context by moving beyond liberal feminism and emphasizing the importance of sport organization's activities and policies, and thus, illustrated the prominence of masculinity within the sport culture.

Research at the micro level concentrates on the individuals within sport organizations. At this level, researchers have indicated women leave the profession sooner relative to men, and women express less interest in becoming a head coach. Researchers have established differences in self-efficac, anticipated outcomes associated with being a head coach, and perceived support from administrators. Finally, women perceive fewer opportunities in the profession, and departmental compliance with Title IX has been linked to organizational outcomes for women. At this time, one area which has received little attention in the literature is ...