Article ID | Journal | Published Year | Pages | File Type |
---|---|---|---|---|
5035304 | Organizational Behavior and Human Decision Processes | 2017 | 17 Pages |
Abstract
The ways in which we discuss gender (embracing vs. downplaying difference) has implications for women's workplace confidence and behavior, especially in male-dominated environments and positions of power. In five total studies (NÂ =Â 1453), across a variety of samples, we found that gender-blindness-the belief that gender differences should be downplayed-is a more adaptive strategy for increasing female workplace confidence than gender-awareness-the belief that gender differences should be celebrated. In addition to increasing confidence, gender-blindness was related to actions necessary for reducing gender disparities (e.g., risk-taking, negotiation). We found that perceived gender differences in agency (i.e., assertiveness, independence) accounts for gender differences in workplace confidence, especially in male-dominated environments (e.g., business school) and positions of power (managerial positions). Finally, we found that gender-blindness either lessened or had no effect on men's confidence, demonstrating the unique positive effect of gender-blindness on women's confidence. Together, this research highlights the potential for downplaying differences, instead of emphasizing them, to combat the confidence gap.
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Authors
Ashley E. Martin, Katherine W. Phillips,