DOI
https://doi.org/10.25772/K5ZW-6S04
Defense Date
2010
Document Type
Dissertation
Degree Name
Doctor of Philosophy
Department
Public Policy & Administration
First Advisor
Margaret Williams
Second Advisor
Janet Hutchinson
Abstract
Stereotypes continue to be present and impact the assessment of women’s leadership effectiveness. Using a data set of senior executives in the public sector from The Leadership Circle multi-rater assessment tool, research supports the theory that gender influences how bosses rate their direct reports on leadership effectiveness. Survey data identifying leadership characteristics in the assessment as communal or agentic substantiate role congruence theory that women are still penalized for behaving contrary to the feminine stereotype. Role congruence theory seeks to explain the barriers that prevent women from rising into leadership positions. Representative bureaucracy explains the consequence in public policy when women are not in the senior executive positions of authority.
Rights
© The Author
Is Part Of
VCU University Archives
Is Part Of
VCU Theses and Dissertations
Date of Submission
May 2010