Women never pictured as leaders

Tina Kiefer, a professor of organizational behavior at the University of Warwick in the United Kingdom, fell upon the exercise accidentally, while leading a workshop full of executives who did not speak much English. Since then it has been adopted by organizational psychologists across the world. In terms of gender, the results are almost always the same. Both men and women almost always draw men.

“Even when the drawings are gender neutral,” which is uncommon, Dr. Kiefer said in an email, “the majority of groups present the drawing using language that indicates male (he) rather than neutral or female.”And yet, her clients often insisted that what they meant by “he” is actually “both.”

Several researchers in organizational psychology who have had a similar experience with this exercise decided to investigate further. How might holding unconscious assumptions about gender affect people’s abilities to recognize emerging leadership? What they found, in a study posted by the Academy of Management Journal, seems to confirm what many women have long suspected: getting noticed as a leader in the workplace is more difficult for women than for men. Even when a man and a woman were reading the same words off a script, only the man’s leadership potential was recognized.

“People have these prototypes in their head about what a leader looks like,” Dr. McClean said. “When we see an individual, we ask, ‘Do they fit that?” If they don’t — even if they are acting like a leader — it’s harder to identify them as one.

This disconnect does not require assuming that “women are less competent than men in general (e.g., intelligent, smart, organized, levelheaded),” Alice Eagly, a psychologist at Northwestern University and author of “Through the Labyrinth: The Truth about How Women Become Leaders,” wrote in an email. Recently, she has found that many people” tend to credit these qualities more to women than men.”
It’s that the capacity to “take charge,” which is strongly associated with one’s ability to lead, continues to be considered a largely male characteristic, she said.

When we “process information through the lens of stereotype” our interpretation may be “consistent with stereotyped expectations rather than objective reality,” said Nilanjana Dasgupta, a professor of Psychological & Brain Sciences at University of Massachusetts at Amherst. When people are consistently exposed to leaders who fit one profile, they will be more likely to notice leaders who fit that same profile in the future. 

That’s how the self-reinforcing “confirmation bias” cycle works, she said. She added that she would be interested in seeing similar studies on the role of race, something these studies did not investigate. How can this problem be overcome? One reliable way to help people to see more women as leader-like, she has found, is to expose them to more women in actual leadership positions.

By: Heather Murphy, 
The New York Times