Self-Reliant Women Are Five Times More Likely to Be Judged as Better Leaders than Self-Reliant Men, According to New Research from NYU Stern
People are more apt to work for, endorse, or invest in the company of a self-reliant female leader than a self-reliant male leader.
This study should bolster aspiring female leaders with the confidence to highlight their narrative of self-reliance as one pathway to achieve their professional goals.
New research from NYU Stern Professor Rebecca Schaumberg finds that this perception is reversed for female leaders who exhibit self-reliance – the capacity to self-govern and control their own outcomes.
In this first-of-its-kind study, Professor Schaumberg and her co-authors aggregate multi-rater evaluations of perceived leadership ability by manipulating the gender and personality traits (e.g., self-reliant, assertive, etc.) of anonymized leaders.
The findings reveal that the presence of self-reliant traits in women almost always:
- Increases the likelihood to invest, work for and endorse a female leader than either a self-reliant male or “dominant” female
- People are 5 times more likely to invest, endorse, and desire to work for self-reliant female leaders than self-reliant male leaders.
- People are 4 times more likely to invest, endorse, and desire to work for self-reliant female leaders than “dominant” female leaders
- People are 3 times morel likely to invest, endorse, and desire to work for self-reliant female leaders than “other/neutral” female leaders.
- Results in better leadership evaluations for women than men
- Is viewed as one of the more necessary qualities for effective leadership
- Results in better leadership evaluations (up to 5 times) than men in similar positions
“Women may assume that pursuing a leadership role is futile because, regardless of whether they demonstrate stereotypically ‘feminine’ or ‘masculine’ qualities, they will be seen as worse leaders than men,” Professor Schaumberg notes. “We hope our findings will help fuel a broader conversation about leadership qualities in women working to advance in their careers.”
Professor Schaumberg continues, “This study should bolster aspiring female leaders with the confidence to highlight their narrative of self-reliance as one pathway to achieve their professional goals.”
The paper, “Self-Reliance: A Gender Perspective on Its Relationship to Communality and Leadership Evaluations” is forthcoming in an upcoming issue of the Academy of Management Journal.
To speak with Professor Schaumberg, please contact her directly at 212-998-0857 or firstname.lastname@example.org or contact Janine Savarese in NYU Stern’s Office of Public Affairs at
212-998-0202 or email@example.com or Niamh Roberts at 212-998-0615 or firstname.lastname@example.org.
1Ridgeway, C.L. 2001. Gender, status, and leaderhip. Journal of Social Issues, 57: 637-655.