Judith B. White

Mindful and Masculine: Freeing Women Leaders From the Constraints of Gender Roles

Despite gains in womens status, successful leaders are more likely to be men than women. The styles that successful leaders set tend to be masculine. Female leaders face a paradox: If they emulate a masculine leadership style, their male subordinates will dislike them. If they adopt a stereotypically warmand nurturing feminine style, they will be liked, but not respected. Two experiments found that female leaders who are mindful can escape this paradox. In an experiment, college-aged men perceived a woman who was masculine and mindful to be a better leader than a woman who was masculine and mindless. A second experiment replicated that result with middle-aged businessmen.

HORIZONTAL HOSTILITY : RELATIONS BETWEEN SIMILAR MINORITY GROUPS

Two studies were conducted to examine the relations between similar minority groups. We predicted that minority group members would show horizontal hostility, a form of prejudice, against members of a similar, but more mainstream, minority group. The results of both studies confirmed this hypothesis. In Study 1, members of 3 Jewish congregations (reform, conservative, orthodox) showed prejudice against a member of a similar but slightly more secular congregation. In Study 2, members of a college varsity soccer team showed prejudice against junior varsity players. We conclude by suggesting that horizontal hostility is the result of social changes since Allport (1954) wrote The Nature of Prejudice. Members of minority groups value their minority social identity, even when the group is stigmatized. The positive value of minority social identity causes group members to look down on members of similar, more mainstream groups.

Duo status: Disentangling the complex interactions within a minority of two

Research and theory on diversity in organizations tends to examine relations between the majority and minority and to overlook relations within the minority. In this chapter we explore the dynamics within a minority that represents a token percentage (less than 15%) of the larger group (Kanter, R. M. 1977b). We argue that members of a minority sub-group are subject to inter-group and intra-group pressures and that these pressures are greatest for a minority of two. We introduce the term “duo-status” to describe this two-token situation and examine the positive, neutral, and negative dynamics that result depending on the coping strategy chosen by each member of the duo.