Session Type: Paper Presentations Accepted by MIG(s): Scholarship Time Allotted: 75 Description: In this session, panelists discuss the effects of self-efficacy, trust and ethics on women in a male dominated context, examine the effectiveness of dysfunctional women leaders, and analyze women’s leadership as anchors of TV evening news. Abstract: As leadership theory evolved and became increasingly complex, researchers have come to realize the significance of context and developed suspicions of established assumptions about leadership. The first panelist deconstructs the assumption that women cannot be successful as leaders in the male dominated field of biomedical research. Her research shows that women are greatly underrepresented in critical scientific arena. She argues that leaders in biomedical research are concerned with ways to attract women to the career path in biomedical research and identifying possible causes for the dearth of women.
Her quantitative multivariate study is designed to examine the effects of self-efficacy, trust and ethics on relational leadership on women. Relational leadership theory, an extension of the leader-member exchange theory (LMX), provides the theoretical framework for this quantitative, multivariate study and also serves as the dependent variable operationalized by the Relational Leadership Questionnaire (RLQ). Self-efficacy, measured by the New General Self-Efficacy scale (NGSE), trust using the McAllister (1995) scale and ethical leadership based on the Ethical Climates Questionnaire (ECQ) serve as the predictor variables. The presenter hypothesizes that women’s entry into the biomedical research complex is facilitated for women who score high on the variables of interest when coupled with the requisite expertise, research skills and education.
The second panelist challenges the assumption that toxic leader leaders are ineffective and dysfunctional. She is conducting a qualitative content analysis to investigate the “incredible pros, and the inevitable cons” (Maccoby, 2000) of effective women leaders who have dysfunctional characteristics based on an in-depth study of two prominent, highly visible leaders, Margret Thatcher and Martha Stewart.
Both Thatcher and Stewart lack authenticity, integrity, high moral and ethical standards and are deceptive and manipulative. But their ability to excel at impression management and self-promotion allows them to gain the trust of others with the ability to turn any idea (good or bad) into a great idea. While operating as pseudo-transformational leaders, they were able to attract followers and offer grand and compelling visions to their organizations (Maccoby, 2000).
Both Thatcher exhibit dysfunctional traits including narcissism and Machiavellianism and their leadership illustrates the confluence of destructive leaders, susceptible followers and conducive environments, known as the toxic triangle (Padilla, Hogan, & Kaiser, 2007). There is much to be learned from the study of dark women leaders who, despite their pathological attributes and toxicity, accomplish the mission of the organizations they lead, motivate others to action and penetrate the hearts and minds of followers.
The third panelist critically analyzes the flawed assumption that women are unlikely to succeed as solo anchors of prime-time evening news, a context long considered as a male bastion of seriousness and high purpose tilts. Media is a context for women’s leadership where ‘doing gender’ is institutional in character. Studies have consistently shown that across media, from newspapers to film and commercials, portrayals of women and women leaders have been image-possessed putting a premium on women’s physical attractiveness and broadcast idealized depictions of female attractiveness, which are difficult, if not impossible for most women to attain. Moreover, the media over-inflate gender differences.
The ascension of Diane Sawyer in 2010 as evening news anchor at NBC and Katie Couric who took over the CBS in 2006 fundamentally altered the traditionally male dominated, male anchored evening news. The author concludes that Dianne Sawyer and Katie Couric, as change agents, can potentially promote a portrayal of women and women leaders in the media that is congruent with the ‘new’ post-heroic models of leadership. Will viewers experience a paradigm shift in the way women leaders are portrayed in the media as a function of news anchors Diane Sawyer and Katie Couric at the helm of prime-time evening news? The effects of self-efficacy, trust, and ethics on relational leadership for women in the male dominated field of biomedical research Description: Much research exists to describe the relationship between a leader and member and the establishment of in-groups and out-groups. However, work continues to determine how high-quality relationships develop. This research examines the role of self-efficacy, trust, and ethics in developing that exchange, particularly for women in male-dominated fields such as biomedical research. Abstract: The National Institutes of Health (NIH) is the nation’s steward of medical and behavioral research. As with many research organizations, much scientific collaboration is accomplished through conferences, seminars and workshops. Meetings are routinely attended by experts representing every aspect of science and research. Yet, in most instances, there is an obvious underrepresentation of women present. For example, in 10 particular conferences, all hosted at NIH during the second half of 2009, the attendance for each of the meetings averaged 50 individuals. However, less than 10 percent were attended by women.
Women are generally underrepresented in male-dominated fields, particularly in the fields of science and biomedical research, and leaders in these fields are concerned with ways to attract women to the career path. Identifying possible causes for the dearth of women will help leaders to address this issue. One possible consideration relates to the relationship between women in male-dominated science organizations and their leaders. The purpose of this paper is to examine the effects of self-efficacy, trust, and ethical leadership on the process of leadership.
Relationships are at the heart of new approaches emerging in the leadership literature but how relationships form and develop in the work place is yet to be fully explored. The leader-member exchange (LMX) theory of leadership focuses on the two-way relationship between supervisors and subordinates. Women forming dyads with leaders who are not of similar demographics or who do not share similar attitudes and values are especially likely to become members of the out-group, resulting in low quality LMX. Yet, high self-efficacy among this particular population still may not result in high quality LMX. Even with a strong belief in their own ability to perform their tasks, women in male-dominated fields may have low quality LMX with their leader.
Variables connected to social context should be examined and considered as a critical to building relationships between a leader and his or her subordinates. In a world where the prevailing tradition presents barriers for women to excel or achieve success, it is natural to wonder if a relationship with their leader would make a difference. LMX has evolved to the next stage known as relational leadership theory. Unlike LMX which focuses on the leader-member dyad and on measuring relationship quality, relational leadership theory examines the relational dynamics by which leadership is developed throughout the workplace. Relational leadership theory looks at how leadership arises through the interactions and negotiation of social order among organizational members. Relational leadership cannot be captured by examination of individual characteristics alone. Unlike traditional leadership approaches, variables that capture a relational understanding and methodologies provide richer insight into the process. This study will use the Relational Leadership Questionnaire (RLQ) scale for which development and validation are reported in a study conducted by James Carifio (2010).
Self-efficacy refers to individuals’ beliefs in their capabilities to plan and take the actions required to achieve a particular outcome and is a concept rooted in social psychology (Bandura, 1982). Bandura’s social learning theory is a social cognitive theory with self-efficacy and outcome expectancies as key cognitive variables (Bandura, 1982).The theory states that people who judge themselves low in self-efficacy have difficulty in coping with environmental demands. They dwell on their personal deficiencies and imagine potential difficulties as more formidable than they really are. People who have a strong sense of self-efficacy, on the other hand, focus their attention and effort on the demands of the situation (Latham, 1988). This paper proposes the use of the New General Self-Efficacy (NGSE) scale developed by Chen, Gully, and Eden (2001) to measure the respondent’s self-efficacy as it relates to her performance in the scientific arena.
Trust is defined as a psychological state comprising a willingness to accept vulnerability based on positive expectations about the intentions or behavior of another (Rousseau et al., 1998). With respect to trust, researchers have searched to discover why employees are willing to accept greater or lesser vulnerability to those in leadership positions. Yang and Mossholder (2010) conducted a study recently that examines the relative contribution of cognitive and affective trust in organizational leaders in predicting employee behavioral and attitudinal outcomes. They point out that while the impact of trust on leadership has been researched, cognitive trust and affective trust have rarely been examined together. This study is conducted using McAllister's (1995) instrument. People with different backgrounds may vary in their propensity to trust (Mayer et al., 1995). As such, examining trust and relationships for women who may be different than their leaders may reveal significant findings.
It is worthy to also consider the relationship between ethics and relational leadership. The ethical perspectives of leaders, members, co-workers, leadership superiors, organizations and geographical cultures all impact the behaviors at multiple levels. Ethical problems are leadership issues. The hiring of leader and members who have relatively high ethical standards is important to the functioning of the firm.
Both leaders and followers have attitudes towards ethical standards. Attitudes towards ethical decision making can result in whether someone is accepted into the in-group. Studies have examined the relationship between an individual and his or her leader to determine if perceived differences in ethical attitudes make a difference in the quality of the relationship. Ethical similarity is one component of what makes people similar. Women may differ to a greater degree and therefore may have lower quality relationships in their leader-member dyads. This research measures ethical leadership using the Ethical Climates Questionnaire (ECQ) which was developed by Victor and Cullen (1988).
Results of this study will determine if a significant relationship exists between self-efficacy, trust, ethics and the supervisor-subordinate relationship for women in biomedical research or other male-dominated science-based organizations. Karen Casey, National Institutes of Health; University of Maryland Eastern Shore
Bio: Karen Casey is a Senior Public Health Analyst for the National Institutes of
Health. She has over 30 years of government service, most of which are in the
field of Information Technology. Karen holds a B.S. in Computer Systems from American University and an M. S. in Management Information Systems from Bowie University. Her research interests are women in leadership, especially in male-dominated fields, and how that leadership is affected by relationships. Her research aims to identify factors instrumental in overcoming challenges and barriers to the rise of women to leadership in male dominated areas.
Ms. Casey is a native of Washington, DC and currently resides in Bowie, MD.
The paradox of effective toxic leadership: Margret Thatcher and Martha Stewart Description: The purpose of this presentation is to examine the effectiveness of corrupt and toxic women leader, analyze research and literature that discusses the positive effects of the dark side of transformational leadership, and the leadership of Margaret Thatcher and Martha Stewart. Abstract: The purpose of this presentation is to examine how, paradoxically, dark transformational women teach us to excel in our leadership. The researcher will explore the effectiveness of corrupt leaders and how their skills might enrich an organization and assist in resolving conflict (Neal & Tansey, 2010). The study will analyze research and literature that discusses the positive side of the dark side of transformational leadership. On one hand, Machiavellianism and aggression in leaders produces negative and destructive outcomes, on the other hand, it effectuates productivity regardless of contradiction inherent in the term effective toxic leadership.
When given the opportunity to lead, many transformational leaders empower their followers to perform far beyond their expectations. They offer a purpose that transcends short-term goals and focus on follower’s higher order intrinsic needs. Although their leadership is toxic, destructive, and dysfunctional we seek out these types of leaders, create them, and thrive on their effectiveness (Lipman-Blumen, 2005). Margret Thatcher, Prime Minister of the United Kingdom and Leader of the Conservative Party and Martha Stewart, American business icon are selected for analysis because they were toxic, but effective leaders.
Margret Thatcher, first female Prime Minister of the United Kingdom, was a heroic leader who in later years was categorized as villainous. She was widely recognized for her political and economic initiatives including the military operations in the Falklands and Britain’s economic recovery in the 1980s which bolstered her popularity. At the same time, her tough rhetoric and abrasive personality earned her the nickname the “Iron Lady.” American icon, Martha Stewart, magazine publisher, television host and domestic diva built a highly successful and lucrative empire that made her a household name. At the same time, she acquired a reputation of being unkind and unpleasant, particularly in her interactions with employees. Her indictment on charges stemming from insider training sent her to prison. Each of these prominent women rose as leaders by virtue of their charisma, intellect, political acumen and business skills yet fell from power succumbing to greed and misuse of power.
Nevertheless, Thatcher and Stewart, by many definitions, were exemplary leaders. According to Bass and Steidlmeier (1999), these two female leaders may be characterized as pseudo-transformational leaders, saintly devils lacking the desire to do what is good and right and act against the best interest of the others. However, Thatcher’s rigidity and Stewart’s callous, narcissistic behavior is what caused them to thrive in their respective areas of influence. This researcher proposes that instead of ignoring or dismissing these traits as purely destructive, organizations could learn to manage them as strengths and maximize their use. According to Kets de Vries (2003), organizations can control the effects of narcissistic and myopic leaders who are predisposed to operate from the dark side of charisma.
Indeed, Thatcher and Stewart lack authenticity, integrity, high moral and ethical standards and are deceptive and manipulative. But their ability to excel at impression management and self-promotion allows them to gain the trust of others with the ability to turn any idea (good or bad) into a great idea. While operating as pseudo-transformational leaders, they were able to attract followers and offer grand and compelling visions to their organizations (Maccoby, 2000). Both Thatcher exhibit dysfunctional traits including narcissism and Machiavellianism and their leadership illustrates the confluence of destructive leaders, susceptible followers and conducive environments, known as the toxic triangle (Padilla, Hogan, & Kaiser, 2007). Hence here is much to be learned from the study of dark women leaders wh, despite their pathological attributes and toxicity accomplish the mission of the organizations they lead, motivate othersto action and penetrate the hearts and minds of followers.
In-depth studies of dark women leaders could confirm the behaviors that contribute to the rise and fall of power. Therefore, a qualitative content analysis is conducted to investigate the “incredible pros, and the inevitable cons” (Maccoby, 2000) of effective women leaders who have dysfunctional characteristics. Thematic content analysis of biographical and autobiographical materials will allow the researcher to compare the pathways to power of these two women leaders and identify familial, structural, political, economic cultural and cultural factors that may have contributed to their negative transformations and their disproportionate successes.
Cecelia Martin, T.E.E.M, LLC; University of Maryland Eastern Shore
Bio: Cecilia Martin is the Director and Chief consultant of a training and development company, T.E.E.M, LLC (Train, Equip, Empower, & Mobilize). Formerly, she worked for the Maryland State Department of Education as an Education Specialist and for John Hopkins University as the Senior Program Facilitator. She holds a B.A. from Morgan University in English Literature, an M.Ed. in Education from Towson University and is currently pursuing her Ph.D. in Organization Leadership at the University of Maryland Eastern Shore. Her research interests include women in leadership with emphasis on dysfunction transformational and charismatic leaders and qualitative research methods. Cecilia is a native of Houston Texas and currently resides in Baltimore, MD.
Women Power in the Media: Women Leaders as Anchors of Prime-Time Television Evening News Description: This paper contextualizes women’s leadership in the media and, more specifically, examines the leadership of two prime-time evening news anchors, Diane Sawyer and Katie Couric as change agents who potentially can promote a portrayal of women in the media that is congruent with the “new” post-heroic models of leadership. Abstract: Because of its pervasiveness in society, the media, and particularly television (TV) exerts an important influence on our attitudes, values, and behaviors. TV, in comparison to other communication channels, is an information rich mode of communications which combines sight, sound, and movement. TV is one of the primary institutions which help shape the world, and how we, as individuals, make sense of it. It is regarded by many viewers to be the most ‘real’ form of media which is widely known to represent and reinforce the mainstream ideology of contemporary TV broadcasting: patriarchy. In the past, much of television news broadcasting was developed and delivered by men, hence it is not surprising the evening news in the U.S. promoted male leaders’ experiences and values as the norm. Theory, on the other hand, offers leadership models that embrace the feminine and cites the advantage of female characteristics; yet practice illustrates that this has little capital or significance as leadership remains framed by male norms and values.
Prime-time TV news is biased entertainment. To retain the audience, news must be presented in a fashion that plays to the audience wants and needs. In a news environment that includes talk show opinion, we need to examine how well the audience discriminates between objective-based and subjective-based “Truths”? We have been conditioned to view the evening news on TV as objective; yet there is much evidence to suggest what is reported is often flawed because news reporting plays to what the audience wants to hear or see.
Media is a context for women’s leadership where ‘doing gender’ is institutional in character. Studies have consistently shown that across media, from newspapers to film and commercials, portrayals of women and women leaders have been image-possessed putting a premium on women’s physical attractiveness and broadcast idealized depictions of female attractiveness, which are difficult, if not impossible for most women to attain.
Traditionally, women anchored, either in concert with another woman (ABC’s Good Morning America) or with a male colleague (NBCs Good Morning America) the morning shows. Women as solo anchors of the evening news are a relatively recent phenomenon. This paper analyzes women’s leadership in the context of the media and, more specifically, the role of two prime-time evening news anchors, Dianne Sawyer and Katie Couric, as change agents who potentially can promote a portrayal of women in the media that is congruent with the ‘new’ post-heroic models of leadership.
In January 2010, Diane Sawyer replaced Charles Gibson on the ABC evening news. She was the clear heir apparent. She has co-hosted Good Morning America since 1999 and came to ABC with a reputation as a serious journalist forged at 20/20 and Primetime. Prior to ABC, Sawyer was the first full-time female correspondent on 60 Minutes at CBS.
With Sawyer’s ascension, the gender balance of the evening news, long considered a bastion of seriousness and high purpose tilts, toward women with NBCs Brian Williams remaining as the lone male anchor. Sawyer’s appointment raises the question of how much the prevailing ideology of mainstream TV news reporting will change. As evening news anchor, Sawyer, like her male counterparts, plays the role of messenger who delivers evening news through one of the most visible and prestigious channels in the U.S. As a female news anchor, will Sawyer change the message about women leaders to align more closely with the ‘new,’ post-heroic concepts of leadership which emphasize leadership as a collaborative and relational process, dependent on social networks of influence?
Sawyer took her place at the helm at age 63. Like other women in TV news (i.e., Barbara Walters, Connie Chung) she had to work longer and harder to reach the top than any male counterpart. Sawyer took the morning job on ABC Good Morning America on a temporary basis but ended up staying for over 10 years. She was passed over for the evening job twice. Like every women in the spotlight on TV, she has to look younger. The promotion of Sawyer as news anchor has fundamentally altered the traditionally male-dominated, male-anchored evening news. Now in the US, two of the main network evening news is anchored by women.
In 2008 Kathy Couric took over the CBS evening news in 2006. The media frenzy that surrounded Couric’s migration from morning TV on Today to the male stronghold of the anchor desk was largely centered on her hard news credentials.
By contextualizing women’s leadership in the media, seen through the lenses of two prime-time female new anchors, this paper shows that gender differences in leadership depend on the context they are measured in and that the over-inflated claims of gender differences seen in the mass media affect women and men in work and interpersonal relationships. Female prime-time evening news anchors along with the new configurations of TV systems based on digital platforms such as You Tube have the potential of revolutionizing the portrayal of women, leading women and women leaders in the media. Will viewers experience a paradigm shift in the way women leaders are depicted in the media?
Karin Klenke, University of Maryland Eastern Shore
Bio: Karin Klenke, Ph.D. serves as Research Coordinator and Professor of Organizational Leadership in the Ph.D. Program at the University of Maryland Eastern Shore. Previously she served in a similar capacity at regent University, was a founding faculty member of the Jepson School of Leadership Studies at the University of Richmond, served as a faculty member of the Graduate School of Arts and Sciences at the George Washington University and on the faculties of the University of Colorado, Old Dominion University, and Averett University. Additionally, she is the Senior Principal of the Leadership Development Institute (LDI) International, a consulting firm providing public leadership and management seminars and customized leadership development programs. Dr. Klenke holds a Ph.D. in Organizational Psychology. She has published in leadership, management, psychology, and methodology journals and serves on the editorial boards of six numerous journals. Her book, Women and Leadership: A Contextual Perspective received a national award. Her latest book, entitled Qualitative Research in the Study of Leadership, was published in 2008. Dr. Klenke’s research interests include leadership in information intensive organizations, cross-cultural leadership, women in lead. In addition to numerous research projects, Dr. Klenke is working on her next book, Women in Leadership: Contextual Dynamics and Boundaries under contract with Elsevier.Return to complete program |
