Publications of Ashleigh S. Rosette
%% Papers Published
@article{fds374581,
Author = {Ponce de Leon and R and Carter, JT and Rosette, AS},
Title = {Sincere solidarity or performative pretense? Evaluations of
organizational allyship},
Journal = {Organizational Behavior and Human Decision
Processes},
Volume = {180},
Year = {2024},
Month = {January},
Abstract = {Although organizations increasingly seek to communicate
allyship with the Black community, their ally statements can
receive vastly different responses from Black observers. We
develop and test a theoretical model outlining key drivers
of allyship evaluations among these perceivers. Drawing from
signaling theory and integrating insights from the
literature on identity safety, we reveal the costliness and
consistency of ally statements as critical determinants of
Black perceivers’ evaluations of organizations as allies.
Two studies—the first leveraging statements released by
Fortune 500 companies and the second a more controlled
follow-up experiment—demonstrate the interactive effects
of cost and consistency on these assessments. Specifically,
the most positive allyship evaluations emerged for
organizations whose statements conveyed both high cost and
high consistency. Our findings have implications for
organizations and business leaders who aim to communicate
allyship. To be recognized as allies, devoting resources and
incurring costs is not enough; organizations must also
signal a consistent commitment to supporting marginalized
communities.},
Doi = {10.1016/j.obhdp.2023.104296},
Key = {fds374581}
}
@article{fds372428,
Author = {Ellett, T and Zanolli, N and Weber, JM and Erkanli, A and Rosette, AS and Dotters-Katz, SK and Davidson, B},
Title = {Gender and Language in Letters of Recommendation for
Obstetrics and Gynecology Fellowship Applications.},
Journal = {J Surg Educ},
Volume = {80},
Number = {10},
Pages = {1424-1431},
Year = {2023},
Month = {October},
Abstract = {OBJECTIVE: To delineate the use of gender-biased language in
letters of recommendation for Obstetrics and Gynecology
fellowships and its impact on applicants. DESIGN: Fellowship
letters of recommendation from 4 Obstetrics and Gynecology
specialties at a single institution in 2020 were included.
PRIMARY OUTCOME: frequency of agentic and communal language
in letters of recommendation using Linguistics Inquiry Word
Count software. SECONDARY OUTCOMES: letter of recommendation
length and language utilization by author gender and
applicant success measured by interviews and match success.
Marginal models were fit to determine if language varied by
applicant and writer gender and subspecialty. Modified
Poisson regression models were used to determine
associations between language and interview receipt.
SETTING: Single academic institution (Duke University); 2020
OB/GYN fellowship application cycle. PARTICIPANTS: A total
of 1216 letters of recommendation submitted by 326 unique
applicants for OB/GYN subspecialty fellowships at our
institution. RESULTS: Rates of gender-biased language were
low (Agentic:1.3%; communal: 0.8%). Agentic term use did not
vary by applicant or author gender (p = 0.78 and 0.16)
Male authors utilized 19% fewer communal terms than females
(p < 0.001). Each 0.25% increase in agentic language was
associated with an 18% reduction in the probability of
interview invitation at our institution (p = 0.004).
Percentage of agentic or communal language was not
associated with successful matching into any subspecialty.
CONCLUSIONS: No differences in agentic vs communal language
based on applicant gender were found in this cohort, though
female letter writers wrote longer letters with more
communal terms. Increasing agentic terms negatively impacted
interview invitation but did not affect successful
matching.},
Doi = {10.1016/j.jsurg.2023.07.003},
Key = {fds372428}
}
@article{fds376301,
Author = {Ma, A and Ponce de Leon and R and Rosette, AS},
Title = {Asking for less (but receiving more): Women avoid impasses
and outperform men when negotiators have weak
alternatives.},
Journal = {The Journal of applied psychology},
Year = {2023},
Month = {October},
Abstract = {Both research and conventional wisdom suggest that, due to
their relational orientation, women are less likely than men
to engage in agentic and assertive behaviors, leading them
to underperform in zero-sum, distributive negotiations where
one party's gain is equivalent to the other party's loss.
However, past research tends to neglect the costs of
reaching impasse by excluding impasses from measures of
negotiation performance. Departing from this convention, we
incorporate the economic costs of impasses into measures of
negotiation performance to provide a more holistic
examination of negotiation outcomes. In so doing, we reveal
a reversal of the oft-cited male performance advantage when
obtaining an impasse is especially economically costly (as
is the case when negotiators have weak negotiation
alternatives). Specifically, we predicted that female
negotiators would make less assertive first offers than men
due to their more relational orientation and that these
gender differences in offer assertiveness should result in
women avoiding impasse more often than men. Since avoiding
impasses should improve negotiation performance when
negotiators are able to obtain a deal that is more valuable
than their negotiation alternative, women's tendency to
avoid impasses should improve their performance when
negotiators have weak (vs. strong) alternatives. These
predictions were supported in eight studies (three
preregistered) across various negotiation contexts,
comprising data from the television show Shark Tank (Study
1), four incentive-compatible negotiation simulations
(Studies 2 and 3, Supplemental Studies), and a multistudy
causal experimental chain (Supplemental Studies 4a-c).
(PsycInfo Database Record (c) 2023 APA, all rights
reserved).},
Doi = {10.1037/apl0001138},
Key = {fds376301}
}
@article{fds363804,
Author = {Petsko, CD and Rosette, AS},
Title = {Are leaders still presumed white by default? Racial bias in
leader categorization revisited.},
Journal = {The Journal of applied psychology},
Volume = {108},
Number = {2},
Pages = {330-340},
Year = {2023},
Month = {February},
Abstract = {In the United States, leaders of the highest valued
companies, best-ranked universities, and most-consumed media
outlets are more likely to be White than what would be
expected based on White people's representation in the U.S.
population. One explanation for this racial gap is that U.S.
respondents' prototype of a leader is White by default-which
is, in turn, what causes White (vs. non-White) people to be
promoted up the organizational ladder more quickly. Although
this explanation has empirical support, its central premise
was recently challenged by experimental evidence documenting
that U.S. respondents no longer associate leaders, more than
nonleaders, with being White. To reconcile these
contradictory findings, we conducted three preregistered
experiments (<i>N</i> = 1,316) on the topic of whether
leaders, more than nonleaders, continue to be associated
with Whiteness (i.e., being categorized as White or being
represented with stereotypically White qualities). Results
suggest that associations between leaders and Whiteness hold
up to scrutiny, but that detecting them may depend on what
methods researchers employ. In particular, when researchers
use direct methods of detecting racial assumptions (e.g.,
self-report measures), there appears to be no evidence of an
association between leaders and Whiteness (Experiment 1).
Yet, when researchers use more indirect methods of detecting
racial assumptions (e.g., a Princeton trilogy task), an
association between leaders and Whiteness readily emerges
(Experiments 2 and 3). In short, although respondents
refrain from freely expressing associations they may harbor
between leaders and Whiteness, these associations do not
appear to have dissipated with time. (PsycInfo Database
Record (c) 2023 APA, all rights reserved).},
Doi = {10.1037/apl0001020},
Key = {fds363804}
}
@article{fds363675,
Author = {Ma, A and Rosette, AS and Koval, CZ},
Title = {Reconciling female agentic advantage and disadvantage with
the CADDIS measure of agency.},
Journal = {The Journal of applied psychology},
Volume = {107},
Number = {12},
Pages = {2115-2148},
Year = {2022},
Month = {December},
Abstract = {Contradictory findings about whether agentic women are
penalized or rewarded persist in gender and leadership
research. To account for these divergent effects, we
distinguish between agentic traits that people believe
female leaders ought to possess (i.e., agency prescriptions)
and ought not possess (i.e., agency proscriptions). We draw
on expectancy violation theory to suggest that an agentic
advantage is elicited when women are perceived to violate
agency prescriptions (e.g., competence), whereas an agentic
disadvantage is elicited when they are perceived to violate
agency proscriptions (e.g., dominance). We first developed
and validated a new, six-factor measure of agency in Studies
1 and 2, CADDIS (i.e., <i>C</i>ompetent agency, Ambitious
agency, <i>D</i>ominant agency, <i>D</i>iligent agency,
<i>I</i>ndependent agency, and Self-assured agency). We
theorized that these agency factors represented distinct
agency prescriptions and proscriptions for men and women. In
Studies 3-5, we found that this six-factor conceptualization
of agency not only reconciles existing tensions within the
gender and leadership literature, but also leads to a
different understanding of past conclusions-an agentic
advantage occurs when women are perceived to possess
competent agency, diligent agency, and independent agency,
and an agentic disadvantage occurs when women are perceived
to possess dominant agency. (PsycInfo Database Record (c)
2022 APA, all rights reserved).},
Doi = {10.1037/apl0000550},
Key = {fds363675}
}
@article{fds362531,
Author = {Petsko, CD and Rosette, AS and Bodenhausen, GV},
Title = {Through the looking glass: A lens-based account of
intersectional stereotyping.},
Journal = {Journal of personality and social psychology},
Volume = {123},
Number = {4},
Pages = {763-787},
Year = {2022},
Month = {October},
Abstract = {[Correction Notice: An Erratum for this article was reported
in Vol 123(4) of <i>Journal of Personality and Social
Psychology</i> (see record 2023-02979-003). In the article,
a coding error that impacted the results of Experiments 2a
and 2b has been corrected, and the supplemental material and
Figures 3 and 4 have also been updated. All versions of this
article have been corrected.] A growing body of scholarship
documents the intersectional nature of social stereotyping,
with stereotype content being shaped by a target person's
multiple social identities. However, conflicting findings in
this literature highlight the need for a broader theoretical
integration. For example, although there are contexts in
which perceivers stereotype gay Black men and heterosexual
Black men in very different ways, so too are there contexts
in which perceivers stereotype these men in very similar
ways. We develop and test an explanation for contradictory
findings of this sort. In particular, we argue that
perceivers have a repertoire of <i>lenses</i> in their
minds-identity-specific schemas for categorizing others-and
that characteristics of the perceiver and the social context
determine which one of these lenses will be used to organize
social perception. Perceivers who are using the lens of
race, for example, are expected to attend to targets' racial
identities so strongly that they barely attend, in these
moments, to targets' other identities (e.g., their sexual
orientations). Across six experiments, we show (a) that
perceivers tend to use just one lens at a time when thinking
about others, (b) that the lenses perceivers use can be
singular and simplistic (e.g., the lens of gender by itself)
or intersectional and complex (e.g., a race-by-gender lens,
specifically), and (c) that different lenses can prescribe
categorically distinct sets of stereotypes that perceivers
use as frameworks for thinking about others. This lens-based
account can resolve apparent contradictions in the
literature on intersectional stereotyping, and it can
likewise be used to generate novel hypotheses. (PsycInfo
Database Record (c) 2022 APA, all rights
reserved).},
Doi = {10.1037/pspi0000382},
Key = {fds362531}
}
@article{fds365213,
Author = {de Leon, RP and Rosette, AS},
Title = {“INVISIBLE” DISCRIMINATION: DIVERGENT OUTCOMES FOR THE
NONPROTOTYPICALITY OF BLACK WOMEN},
Journal = {Academy of Management Journal},
Volume = {65},
Number = {3},
Pages = {784-812},
Year = {2022},
Month = {July},
Abstract = {By integrating the intersectional invisibility hypothesis
with the behaviors from intergroup affect and stereotypes
map framework, we examine the extent to which Black women's
dual-subordinated identities render them nonprototypical
victims of discrimination, relative to White women and Black
men, and the corresponding consequences. We predicted that
Black women's categorical nonprototypicality would reduce
the believability of their discrimination claims, but that
their nonprototypical attributes would lead to divergent
treatment, depending on the type of discrimination alleged.
Our predictions were supported across six experimental
studies (Studies 1-4b). Specifically, Black women's gender
and racial discrimination claims were believed less compared
to those made by White women and Black men, respectively.
Moreover, after they alleged discrimination, Black women
received less financial remedy versus White women, but more
financial remedy versus Black men. Mediation testing
revealed that the mechanisms underlying the believability
and treatment of Black women were their nonprototypical
categorization and attributes. Using discrimination data
from the Equal Employment Opportunity Commission, Studies 5a
and 5b replicated the effects observed on believability and
financial remedy. By focusing on nonprototypicality at both
categorical and attribute levels, we thus help to
disentangle when Black women's intersectional invisibility
may result in either intersectional advantages or
disadvantages.},
Doi = {10.5465/AMJ.2020.1623},
Key = {fds365213}
}
@article{fds351502,
Author = {Koval, CZ and Rosette, AS},
Title = {The Natural Hair Bias in Job Recruitment},
Journal = {Social Psychological and Personality Science},
Volume = {12},
Number = {5},
Pages = {741-750},
Year = {2021},
Month = {July},
Abstract = {Across four studies, we demonstrate a bias against Black
women with natural hairstyles in job recruitment. In Study
1, participants evaluated profiles of Black and White female
job applicants across a variety of hairstyles. We found that
Black women with natural hairstyles were perceived to be
less professional, less competent, and less likely to be
recommended for a job interview than Black women with
straightened hairstyles and White women with either curly or
straight hairstyles. We replicated these findings in a
controlled experiment in Study 2. In Study 3A and 3B, we
found Black women with natural hairstyles received more
negative evaluations when they applied for a job in an
industry with strong dress norms. Taken together, this
article advances the research on biases in the labor market
in the age of social media use and highlights the importance
of taking an intersectional approach when studying inequity
in the workplace.},
Doi = {10.1177/1948550620937937},
Key = {fds351502}
}
@article{fds346909,
Author = {Grimm, LJ and Redmond, RA and Campbell, JC and Rosette,
AS},
Title = {Gender and Racial Bias in Radiology Residency Letters of
Recommendation.},
Journal = {J Am Coll Radiol},
Volume = {17},
Number = {1 Pt A},
Pages = {64-71},
Year = {2020},
Month = {January},
Abstract = {OBJECTIVE: Perceptions of agency and communality vary by
race and gender, which may be contributing to the persistent
gender and racial inequality in radiology. The objective of
this study was to determine if there are differences in the
use of agentic and communal language in letters of
recommendation for radiology residency programs based on the
demographics of the applicant and letter writer. METHODS: We
retrospectively reviewed letters of recommendation for 736
diagnostic radiology residency applicants to Duke University
from the 2015 to 2016 interview season. We then used
computerized text analysis software to calculate the
frequency of agentic and communal terms and multilevel
negative binominal regression to compare differences in
count by applicant and letter writer demographics. RESULTS:
We analyzed 2,624 letters of recommendation, comprising
976,489 words. The majority of applicants were male (75%,
549 of 736) and white or Asian (77%, 565 of 736). Letter
writers, who were mostly male (75%, 1,979 of 2,624) and of
senior rank (50%, 1,313 of 2,624), described female
applicants as more agentic than men (incidence rate ratio
[IRR] = 1.08, P < .05) and described blacks and Latinx
applicants as less agentic than whites and Asians (IRR =
0.932, P < .05). Secondary analysis showed that female
letters writers described applicants as more agentic (IRR =
1.09, P < .05) and more communal (IRR = 1.12, P < .01) than
did male writers, and senior rank faculty used agentic
(IRR = 0.95, P < .05) and communal (IRR = 0.88, P < .01)
language less often than did junior faculty. CONCLUSION: The
extent to which agentic and communal language is used in
letters of recommendation for diagnostic radiology residency
programs differs by applicant and letter writer
demographics.},
Doi = {10.1016/j.jacr.2019.08.008},
Key = {fds346909}
}
@article{fds336111,
Author = {Rosette, AS and Zhou Koval and C},
Title = {Framing advantageous inequity with a focus on others: A
catalyst for equity restoration},
Journal = {Journal of Experimental Social Psychology},
Volume = {76},
Pages = {283-289},
Publisher = {Elsevier BV},
Year = {2018},
Month = {May},
Abstract = {Prior research has found that framing inequity as an ingroup
advantage, but not as an outgroup disadvantage, can lead the
advantaged to be more supportive of redistributive policies
towards disadvantaged groups. However, it is unclear whether
these framing effects would occur in the same manner when
inequity occurs between individuals. In two experiments, we
test whether different inequity frames (self-focused vs.
other-focused) can elicit different responses to
advantageous inequity based on the level of inequity
(individual-level vs. group-level) that is activated. In
Study 1, we found that inequity frame and inequity level
interactively predicted redistribution decisions, such that
advantaged individuals engaged in more redistributive
behaviors when the inequity was framed as another
individual's disadvantage than when the inequity was framed
as another group's disadvantage. These divergent effects
occurred because individual-level inequity elicited less
negative evaluation of others than group-level inequity in
an other-focused frame (Study 2). These findings establish a
boundary condition of previous research on inequity frame
and highlight inequity level as an important moderator that
affects advantaged individuals’ willingness to engage in
restorative behavior.},
Doi = {10.1016/j.jesp.2018.03.002},
Key = {fds336111}
}
@article{fds340794,
Author = {Rosette, AS and Ponce de Leon and R and Koval, CZ and Harrison,
DA},
Title = {Intersectionality: Connecting experiences of gender with
race at work},
Journal = {Research in Organizational Behavior},
Volume = {38},
Pages = {1-22},
Publisher = {Elsevier BV},
Year = {2018},
Month = {January},
Abstract = {In recent years, research from various disciplines,
including social psychology, sociology, economics, gender
studies, and organizational behavior, has illuminated the
importance of considering the various ways in which multiple
social categories intersect to shape outcomes for women in
the workplace. However, these findings are scattered across
disciplines, making it difficult for organizational scholars
to leverage this knowledge in the advancement of gender
research. The purpose of this review is to assemble these
findings to capture how gender and race, when considered in
tandem, can generate new understandings about women of
different racial groups and their experiences in the
workplace. We first provide a review of both historic and
contemporary interpretations of the intersectionality
concept. Next, using an intersectional framework, we review
key findings on the distinct stereotypes ascribed to Black,
Asian, and White women, and compare and contrast the
differential impact of these stereotypes on hiring and
leadership for these subgroups of women. Building from these
stereotypes, we further review research that explores the
different job roles that Black, Asian, and White women
occupy, specifically focusing on the impact of occupational
segregation, organizational support, and the motherhood
penalty. Finally, we examine how the frequency, emotional
toll, and legal implications of sexual harassment can vary
for women of differing races. Through this review, we bring
attention to the pitfalls of studying women as a monolithic
category and call for organizational scholars to consider
the role of intersectionality in shaping workplace
outcomes.},
Doi = {10.1016/j.riob.2018.12.002},
Key = {fds340794}
}
@article{fds315142,
Author = {Rosette, AS and Koval, CZ and Ma, A and Livingston,
R},
Title = {Race matters for women leaders: Intersectional effects on
agentic deficiencies and penalties},
Journal = {Leadership Quarterly},
Volume = {27},
Number = {3},
Pages = {429-445},
Publisher = {Elsevier BV},
Year = {2016},
Month = {June},
ISSN = {1048-9843},
Abstract = {A significant amount of the research on two types of biases
against women leaders-agentic deficiency (perceptions that
women have minimal leadership potential) and agentic penalty
(backlash for counter-stereotypical behavior)-has generally
presumed that the descriptive, prescriptive, and
proscriptive stereotypes on which the biases are based are
comparable for women across racial groups. We propose that
the degree to which agentic deficiencies and penalties occur
is contingent on the dimension of agency that is under
consideration and its relation to the stereotypes associated
with the target's gendered and racial group. The results of
our literature review and analysis suggest that when
considered in the context of gender and leadership research,
at least two dimensions of agency, competence and dominance,
closely align with perceptions of agentic deficiency and
agentic penalty, respectively. Based on our analysis and the
prevalent stereotypes of Black and Asian American women that
are likely most relevant to the two types of biases against
women leaders, we examined the interactive effects of racial
stereotypes and the agentic biases. We suggest that when
specific racial and gendered stereotypes are aligned with a
specific dimension of agency, we can gain a more thorough
understanding of how agentic biases may hinder women's
progression to leadership positions.},
Doi = {10.1016/j.leaqua.2016.01.008},
Key = {fds315142}
}
@article{fds277944,
Author = {Rosette, AS and Mueller, JS and Lebel, RD},
Title = {Are male leaders penalized for seeking help? The influence
of gender and asking behaviors on competence
perceptions},
Journal = {Leadership Quarterly},
Volume = {26},
Number = {5},
Pages = {749-762},
Publisher = {Elsevier BV},
Year = {2015},
Month = {October},
ISSN = {1048-9843},
Abstract = {This study draws on research derived from role congruity
theory (RCT) and the status incongruity hypothesis (SIH) to
test the prediction that male leaders who seek help will be
evaluated as less competent than male leaders who do not
seek help. In a field setting, Study 1 showed that seeking
help was negatively related to perceived competence for male
(but not female) leaders. In an experimental setting, Study
2 showed that this effect was not moderated by leadership
style (Study 2a) or a gender-specific context (Study 2b).
Study 2b further showed that the cognitive tenets of RCT
rather than the motivational view espoused by the SIH
explained our findings. Specifically, leader typicality
(perceptions of help seeking as an atypical behavior for
male leaders; the RCT view), and not leader weakness (a
proscribed behavior for male leaders; the SIH view),
mediated our predicted moderation.},
Doi = {10.1016/j.leaqua.2015.02.001},
Key = {fds277944}
}
@article{fds277948,
Author = {Rosette, AS and Kopelman, S and Abbott, JAL},
Title = {Good Grief! Anxiety Sours the Economic Benefits of First
Offers},
Journal = {Group Decision and Negotiation},
Volume = {23},
Number = {3},
Pages = {629-647},
Publisher = {Springer Nature},
Year = {2014},
Month = {January},
ISSN = {0926-2644},
Abstract = {Two studies tested whether making first offers influences
negotiators' feelings of anxiety and their sense of
satisfaction. The results of Study 1 show that the strategy
of making the first offer led to decreased levels of
satisfaction with the negotiation process and outcomes. This
effect was mediated by perceived feelings of anxiety. Study
2 discerned that anxiety about making the first offer
derived from self-perception concerns, represented as
anxiety about being taken advantage of by the opposing
party. In both studies, anxiety led negotiators who made the
first offer to be relatively less satisfied with the
negotiation, than negotiators who did not make the first
offer, despite the increased economic gains associated with
making the first offer. © 2013 Springer Science+Business
Media Dordrecht.},
Doi = {10.1007/s10726-013-9348-4},
Key = {fds277948}
}
@article{fds277946,
Author = {Rosette, AS and Carton, AM and Bowes-Sperry, L and Hewlin,
PF},
Title = {Why do racial slurs remain prevalent in the workplace?
Integrating theory on intergroup behavior},
Journal = {Organization Science},
Volume = {24},
Number = {5},
Pages = {1402-1421},
Publisher = {Institute for Operations Research and the Management
Sciences (INFORMS)},
Year = {2013},
Month = {October},
Abstract = {Racial slurs are prevalent in organizations; however, the
social context in which racial slurs are exchanged remains
poorly understood. To address this limitation, we integrate
three intergroup theories (social dominance, gendered
prejudice, and social identity) and complement the
traditional emphasis on aggressors and targets with an
emphasis on observers. In three studies, we test two primary
expectations: (1) when racial slurs are exchanged, whites
will act in a manner more consistent with social dominance
than blacks; and (2) this difference will be greater for
white and black men than for white and black women. In a
survey (n = 471), we show that whites are less likely to be
targets of racial slurs and are more likely to target blacks
than blacks are to target them. We also show that the
difference between white and black men is greater than the
difference between white and black women. In an archival
study that spans five years (n = 2,480), we found that white
men are more likely to observe racial slurs than are black
men, and that the difference between white and black men is
greater than the difference between white and black women.
In a behavioral study (n = 133), analyses showed that whites
who observe racial slurs are more likely to remain silent
than blacks who observe slurs. We also find that social
dominance orientation (SDO) predicts observer silence and
that racial identification enhances the effect of race on
SDO for men, but not for women. Further, mediated moderation
analyses show that SDO mediates the effect of the
interaction between race, gender, and racial identification
on observer silence. © 2013 INFORMS.},
Doi = {10.1287/orsc.1120.0809},
Key = {fds277946}
}
@article{fds277947,
Author = {Rosette, AS and Tost, LP},
Title = {Perceiving social inequity: when subordinate-group
positioning on one dimension of social hierarchy enhances
privilege recognition on another.},
Journal = {Psychological science},
Volume = {24},
Number = {8},
Pages = {1420-1427},
Year = {2013},
Month = {August},
ISSN = {0956-7976},
Abstract = {Researchers have suggested that viewing social inequity as
dominant-group privilege (rather than subordinate-group
disadvantage) enhances dominant-group members' support for
social policies aimed at lessening such inequity. However,
because viewing inequity as dominant-group privilege can be
damaging to dominant-group members' self-images, this
perspective is frequently resisted. In the research reported
here, we explored the circumstances that enhance the
likelihood of dominant-group members' viewing inequity as
privilege. Because social hierarchies have multiple vertical
dimensions, individuals may have high status on one
dimension but low status on another. We predicted that
occupying a subordinate position on one dimension of social
hierarchy could enhance perceptions of one's own privilege
on a different dimension of hierarchy, but that this
tendency would be diminished among individuals who felt they
had achieved a particularly high level of success. Results
from three studies that considered gender-based and
race-based hierarchies in organizational settings supported
our hypothesis.},
Doi = {10.1177/0956797612473608},
Key = {fds277947}
}
@article{fds277960,
Author = {Rosette, AS and Livingston, RW},
Title = {Failure is not an option for Black women: Effects of
organizational performance on leaders with single versus
dual-subordinate identities},
Journal = {Journal of Experimental Social Psychology},
Volume = {48},
Number = {5},
Pages = {1162-1167},
Publisher = {Elsevier BV},
Year = {2012},
Month = {September},
ISSN = {0022-1031},
Abstract = {We contribute to a current debate that focuses on whether
individuals with more than one subordinate identity (i.e.,
Black women) experience more negative leader perceptions
than do leaders with single-subordinate identities (i.e.,
Black men and White women). Results confirmed that Black
women leaders suffered . double jeopardy, and were evaluated
more negatively than Black men and White women, but only
under conditions of organizational failure. Under conditions
of organizational success, the three groups were evaluated
comparably to each other, but each group was evaluated less
favorably than White men. Further, leader typicality, the
extent to which individuals possess characteristics usually
associated with a leader role, mediated the indirect effect
of leader race, leader gender, and organizational
performance on leader effectiveness. Taken together, these
results suggest that Black women leaders may carry a burden
of being disproportionately sanctioned for making mistakes
on the job. © 2012 Elsevier Inc.},
Doi = {10.1016/j.jesp.2012.05.002},
Key = {fds277960}
}
@article{fds277959,
Author = {Rosette, AS and Brett, JM and Barsness, Z and Lytle,
AL},
Title = {When Cultures Clash Electronically: The Impact of Email and
Social Norms on Negotiation Behavior and
Outcomes},
Journal = {Journal of Cross-Cultural Psychology},
Volume = {43},
Number = {4},
Pages = {628-643},
Publisher = {SAGE Publications},
Year = {2012},
Month = {May},
ISSN = {0022-0221},
Abstract = {This research examines the extent to which the email medium
exacerbates the aggressiveness of opening offers made by
negotiators from two distinct cultures. Hypotheses derived
from negotiation, communication, and culture research
predict that Hong Kong Chinese negotiators using email would
exhibit a reactance effect and consequently engage in more
aggressive opening offers and claim higher distributive
outcomes than similar negotiators in the United States.
Study 1 examines intercultural email negotiations and
results indicate that Hong Kong Chinese negotiators made
more aggressive opening offers and attained higher
distributive outcomes than their U.S. counterparts. Study 2
results replicate Study 1 findings in an intracultural
negotiation setting and also show favorable outcomes for
Hong Kong email negotiators when compared to both Hong Kong
and U.S. face-to-face negotiators. Overall, the findings
suggest that Hong Kong Chinese and U.S. negotiators vary
substantially in how they negotiate via email and face to
face, which results in differences in distributive outcomes.
© The Author(s) 2012.},
Doi = {10.1177/0022022111407190},
Key = {fds277959}
}
@article{fds277958,
Author = {Livingston, RW and Rosette, AS and Washington,
EF},
Title = {Can an agentic Black woman get ahead? The impact of race and
interpersonal dominance on perceptions of female
leaders.},
Journal = {Psychological science},
Volume = {23},
Number = {4},
Pages = {354-358},
Year = {2012},
Month = {April},
url = {http://www.ncbi.nlm.nih.gov/pubmed/22421203},
Abstract = {Prior research has demonstrated that the display of agentic
behaviors, such as dominance, can produce backlash against
female leaders because of the incongruence between these
behaviors and prescribed gender roles. The current study was
designed to fill a gap in existing research by investigating
whether these well-established findings are moderated by
race. Results revealed that dominant Black female leaders
did not create the same backlash that dominant White female
leaders did. Experimental evidence confirmed that White
female (and Black male) leaders were conferred lower status
when they expressed dominance rather than communality,
whereas Black female (and White male) leaders were not.
These findings highlight the importance, and complexity, of
considering the intersection of gender and race when
examining penalties for and proscriptions against dominant
behavior of female leaders.},
Doi = {10.1177/0956797611428079},
Key = {fds277958}
}
@article{fds277957,
Author = {Carton, AM and Rosette, AS},
Title = {Explaining bias against black leaders: Integrating theory on
information processing and goal-based stereotyping},
Journal = {Academy of Management Journal},
Volume = {54},
Number = {6},
Pages = {1141-1158},
Publisher = {Academy of Management},
Year = {2011},
Month = {December},
ISSN = {0001-4273},
Abstract = {Approaches related to inference-based processing (e.g.,
romance-of-leadership theory) would suggest that black
leaders are evaluated positively after success. In contrast,
approaches related to recognition-based processing (e.g.,
leader categorization theory) would suggest that, because of
stereotyping, black leaders are evaluated negatively
regardless of their performance. To reconcile this
discrepancy, we predicted that evaluators would engage in
goal-based stereotyping by perceiving that black leaders -
and not white leaders - fail because of negative
leader-based attributes and succeed because of positive
nonleader attributes (i.e., compensatory stereotypes).
Multilevel analyses of archival data in the context of
college football in the United States supported our
predictions. © 2011 Academy of Management
Journal.},
Doi = {10.5465/amj.2009.0745},
Key = {fds277957}
}
@article{fds277954,
Author = {Rosette, AS and Tost, LP},
Title = {Agentic women and communal leadership: how role
prescriptions confer advantage to top women
leaders.},
Journal = {The Journal of applied psychology},
Volume = {95},
Number = {2},
Pages = {221-235},
Year = {2010},
Month = {March},
url = {http://www.ncbi.nlm.nih.gov/pubmed/20230065},
Abstract = {The authors contribute to the ongoing debate about the
existence of a female leadership advantage by specifying
contextual factors that moderate the likelihood of the
emergence of such an advantage. The investigation considered
whether the perceived role incongruence between the female
gender role and the leader role led to a female leader
disadvantage (as predicted by role congruity theory) or
whether instead a female leader advantage would emerge (as
predicted by double standards and stereotype content
research). In Study 1, it was only when success was
internally attributed that women top leaders were evaluated
as more agentic and more communal than men top leaders.
Study 2 showed that the favorable ratings were unique to
top-level positions and further showed that the effect on
agentic traits was mediated by perceptions of double
standards, while the effect on communal traits was mediated
by expectations of feminized management skills. Finally,
Study 2 showed that top women leaders were evaluated most
favorably on overall leader effectiveness, and this effect
was mediated by both mediators. Our results support the
existence of a qualified female leadership
advantage.},
Doi = {10.1037/a0018204},
Key = {fds277954}
}
@article{fds277955,
Author = {Rosette, AS and Leonardelli, GJ and Phillips, KW},
Title = {The White standard: racial bias in leader
categorization.},
Journal = {The Journal of applied psychology},
Volume = {93},
Number = {4},
Pages = {758-777},
Year = {2008},
Month = {July},
ISSN = {0021-9010},
url = {http://www.ncbi.nlm.nih.gov/pubmed/18642982},
Abstract = {In 4 experiments, the authors investigated whether race is
perceived to be part of the business leader prototype and,
if so, whether it could explain differences in evaluations
of White and non-White leaders. The first 2 studies revealed
that "being White" is perceived to be an attribute of the
business leader prototype, where participants assumed that
business leaders more than nonleaders were White, and this
inference occurred regardless of base rates about the
organization's racial composition (Study 1), the racial
composition of organizational roles, the business industry,
and the types of racial minority groups in the organization
(Study 2). The final 2 studies revealed that a leader
categorization explanation could best account for
differences in White and non-White leader evaluations, where
White targets were evaluated as more effective leaders
(Study 3) and as having more leadership potential (Study 4),
but only when the leader had recently been given credit for
organizational success, consistent with the prediction that
leader prototypes are more likely to be used when they
confirm and reinforce individualized information about a
leader's performance. The results demonstrate a connection
between leader race and leadership categorization.},
Doi = {10.1037/0021-9010.93.4.758},
Key = {fds277955}
}
@article{fds277956,
Author = {Kopelman, S and Rosette, AS},
Title = {Cultural variation in response to strategic emotions in
negotiations},
Journal = {Group Decision and Negotiation},
Volume = {17},
Number = {1},
Pages = {65-77},
Publisher = {Springer Nature},
Year = {2008},
Month = {January},
ISSN = {0926-2644},
Abstract = {This research examined how culture influences the
effectiveness of the strategic displays of emotions in
negotiations. We predicted that in cross-cultural
negotiation settings, East Asian negotiators who highly
regarded cultural values that are consistent with
communicating respect as humility and deference would be
more likely to accept an offer from an opposing party who
displayed positive as opposed to negative emotion. With a
sample of East Asian MBA students, the results of Study 1
confirmed this prediction. Study 2 results replicated this
finding with a sample of Hong Kong executive managers and
also found they were less likely to accept an offer from a
negotiator displaying negative emotion than Israeli
executive managers who did not hold humility and deference
in such high regard. Implications for strategic display of
emotions in cross-cultural settings are discussed. © 2007
Springer Science + Business Media B.V.},
Doi = {10.1007/s10726-007-9087-5},
Key = {fds277956}
}
@article{fds277945,
Author = {Thompson, L and Rosette, AS},
Title = {Leading by Analogy},
Pages = {73-90},
Publisher = {JOHN WILEY & SONS INC},
Year = {2007},
Month = {December},
Doi = {10.1002/9780470172223.ch5},
Key = {fds277945}
}
@article{fds277952,
Author = {Rosette, AS and Tost, LP},
Title = {Denying white privilege in organizations: The perception of
race-based advantges as socially normative},
Journal = {Academy of Management 2007 Annual Meeting: Doing Well by
Doing Good, AOM 2007},
Year = {2007},
Month = {December},
Abstract = {Two studies investigated the predictions that privileged
group members tend to perceive their unearned advantages as
normative for organization members in their workplace
(Hypothesis 1) and that this perception limits their ability
to perceive the ways in which their unearned advantages
accrue to endow their group with privileged status. The
concept of White privilege in organizational settings was
used for Study 1 which included both Black and White
employees who worked in a single organization and in Study 2
which included White, Black, Hispanic, and Asian respondents
who worked across an array of industries. In Study 1, survey
data was used to demonstrate that Whites experienced more
unearned (race-based) advantages in the workplace than did
Blacks. However, Whites were less likely to report an
awareness of White privilege than were Blacks. Furthermore,
qualitative data analysis provided convincing support that
White employees perceived that their race-based advantages
were normative and available to most organizational members;
whereas Blacks did not share these perceptions. In Study 2,
survey data replicated Study 1 findings and demonstrated
that while minority status in an identity domain other than
race increased the likelihood that individuals of a minority
race would perceive White privilege, minority status in
another identity domain did not affect the likelihood that
White individuals would recognize White privilege.
Implications for perspective-taking and intersectionality of
social identities are discussed.},
Key = {fds277952}
}
@article{fds315141,
Author = {Rosette, AS and Dumas, T},
Title = {The Hair Dilemma: Conform to Mainstream Expectations or
Emphasize Racial Identity},
Journal = {Duke Journal of Gender Law and Policy},
Volume = {14},
Pages = {407-421},
Publisher = {Duke University School of Law},
Year = {2007},
ISSN = {1090-1043},
Key = {fds315141}
}
@article{fds277951,
Author = {Rosette, AS and Phillips, KW and Leonardelli, GJ},
Title = {The white standard in leadership evaluations: Attributional
benefits of a white corporate leader},
Journal = {Academy of Management 2006 Annual Meeting: Knowledge, Action
and the Public Concern, AOM 2006},
Year = {2006},
Month = {December},
Abstract = {Relative to White corporate leaders, African-Americans have
typically been under-represented in upperlevel management
and this study investigated whether psychological biases
contribute to this under representation. In all, 479
participants from different racial backgrounds
(African-American, White, Asian, and Hispanic) evaluated a
White or African-American CEO's leadership effectiveness
after finding that the CEO's company had a recent record of
financial success or failure, and that the company's
performance was attributable to the CEO's leadership or to
environmental conditions. Results showed that White CEOs
were considered much more effective than African-American
CEOs when a company's success was attributed to the CEO's
leadership, but that White CEOs were considered less
responsible than African-American CEOs when an
organization's failure was attributed to the CEO's
leadership. Participants' race did not moderate these
effects. Evidence from this study and a supplementary pilot
test support the idea that White leaders are evaluated more
favorably because they are considered more prototypical
leaders.},
Key = {fds277951}
}
@article{fds277953,
Author = {Rosette, AS and Leonardelli, GJ and Tost, LP and Phillips,
KW},
Title = {Leadership subtype activation: Favorable evaluations of
women leaders in chief positions},
Journal = {Academy of Management 2006 Annual Meeting: Knowledge, Action
and the Public Concern, AOM 2006},
Year = {2006},
Month = {December},
Abstract = {The purpose of this study was to compare evaluations of
female leaders to male leaders in chief leadership positions
to ascertain if women leaders are evaluated favorably to men
and to assess if women leaders benefit from a gendered
stereotype that differs from women in lower and middle
management positions. Results of a two (CEO gender: male,
female) by two (attribution: internal, external) by two
(performance: successful, unsuccessful) experimental design
showed that when organizational success was attributed to
internal attributions female CEOs were evaluated more
favorably than male CEOs on both agentic and communal
abilities. These findings suggest that women in chief
leadership positions activate a subtype that distinguishes
highly successful women from the stereotype of women in
general (i.e., low agentic characteristics, high communal
characteristics) and the counterstereotype for women
managers that sometimes elicits the backlash effect (i.e.,
high agentic characteristics, low communal
characteristics).},
Key = {fds277953}
}
@article{fds277950,
Author = {Kopelman, S and Rosette, AS and Thompson, L},
Title = {The three faces of Eve: Strategic displays of positive,
negative, and neutral emotions in negotiations},
Journal = {Organizational Behavior and Human Decision
Processes},
Volume = {99},
Number = {1},
Pages = {81-101},
Publisher = {Elsevier BV},
Year = {2006},
Month = {January},
Abstract = {In a series of laboratory experiments, we tested the
influence of strategically displaying positive, negative,
and neutral emotions on negotiation outcomes. In Experiment
1, a face-to-face dispute simulation, negotiators who
displayed positive emotion, in contrast to negative or
neutral emotions, were more likely to incorporate a future
business relationship in the negotiated contract. In
Experiment 2, an ultimatum setting, managers strategically
displaying positive emotion were more likely to close a
deal. This effect was mediated by negotiators' willingness
to pay more to a negotiator strategically displaying
positive versus negative emotions. In Experiment 3, display
of positive emotion was a more effective strategy for
gaining concessions from the other party in a distributive
setting. Negotiators made more extreme demands when facing a
negotiator strategically displaying negative, rather than
positive or neutral, emotions. Implications for strategic
display of emotion in negotiations are discussed. © 2005
Elsevier Inc. All rights reserved.},
Doi = {10.1016/j.obhdp.2005.08.003},
Key = {fds277950}
}
@article{fds277949,
Author = {Rosette, AS and Thompson, L},
Title = {The Camouflage Effect: Separating Achieved Status and
Unearned Privilege in Organizations},
Journal = {Research on Managing Groups and Teams},
Volume = {7},
Pages = {259-281},
Publisher = {Emerald (MCB UP )},
Year = {2005},
Month = {December},
ISSN = {1534-0856},
Abstract = {In many organizational settings, status hierarchies result
in the conferral of privileges that are based on
achievement. However, in the same settings, status may
result in the bestowal of privileges that are unearned. We
argue that these unearned privileges are often awarded based
on ascribed characteristics, but are perceived to be
achieved. We further argue that these misattributions occur
because acknowledging that one has benefited from unearned
advantages that are awarded in a meritocracy can be
threatening to a person's self-identity. We propose that by
studying unearned privileges in organizational settings, a
more accurate assessment of status hierarchies may result.
© 2005 Elsevier Ltd. All rights reserved.},
Doi = {10.1016/S1534-0856(05)07011-8},
Key = {fds277949}
}
%% Book Chapters
@misc{fds359851,
Author = {Livingston, RW and Rosette, AS},
Title = {Stigmatization, subordination, or marginalization? The
complexity of social disadvantage across gender and
race},
Pages = {39-59},
Booktitle = {Inclusive Leadership: Transforming Diverse Lives,
Workplaces, and Societies},
Year = {2020},
Month = {January},
ISBN = {9780429831393},
Abstract = {The central assumption of this chapter is that a focus on
the comparative degree of hardship among socially
disadvantaged groups does little to advance our
understanding of the persistence of disadvantage in general,
or the ways in which organizations can create greater
inclusion toward a variety of socially disadvantaged groups.
A more productive approach to understanding inclusive
leadership involves a nuanced investigation of the
distinctions that exist among socially disadvantaged groups
(e.g., White women, Black men, Black women), in addition to
considering the mechanisms that regulate the dynamics
between the dominant group (i.e., White men) and the various
socially disadvantaged groups that must interact with it to
access power and leadership.},
Doi = {10.4324/9780429449673-3},
Key = {fds359851}
}
@misc{fds329394,
Author = {Khattab, J and Rosette, AS},
Title = {Workplace barriers faced by women leaders in emerging
markets},
Pages = {164-193},
Booktitle = {Women Leadership in Emerging Markets: Featuring 46 Women
Leaders},
Publisher = {Routledge},
Year = {2017},
Month = {July},
ISBN = {9781138188952},
Doi = {10.4324/9781315641959},
Key = {fds329394}
}
@misc{fds340489,
Author = {Rosette, AS and Akinola, M and Ma, A},
Title = {Subtle discrimination in the workplace: Individual- level
factors and processes},
Pages = {7-24},
Booktitle = {The Oxford Handbook of Workplace Discrimination},
Publisher = {Oxford University Press},
Year = {2015},
Month = {February},
ISBN = {9780199363643},
Abstract = {Despite the laws that protect employee rights,
discrimination still persists in the workplace. This chapter
examines individual- level factors that may influence subtle
discrimination in the workplace. More specifically, it
examines how social categories tend to perpetuate the use of
stereotypes and reviews contemporary theories of subtle
prejudice and discrimination. In addition, the chapter
divides discrimination in the workplace along two
dimensions, gateways and pathways, and examines the extent
to which stereotypes, prejudice, and social categorization
processes influence subtle discrimination at these critical
junctures in an individual's career. Finally, it considers
the extent to which individual differences may influence a
person's propensity toward prejudice and
discrimination.},
Doi = {10.1093/oxfordhb/9780199363643.013.2},
Key = {fds340489}
}
@misc{fds315140,
Author = {Rosette, AS},
Title = {Unearned Privilege: Race, Gender, and Social Inequality in
U.S. Organizations},
Pages = {253-268},
Booktitle = {Gender, Race, and Ethnicity in the Workplace Issues and
Challenges for Today's Organizations},
Publisher = {Praeger Publishers},
Year = {2006},
Month = {January},
ISBN = {9780275988029},
Key = {fds315140}
}
@misc{fds350881,
Author = {Rosette, AS and Phillips, KW and Leonardelli, GJ},
Title = {The white standard in leadership evaluations: Attributional
benefits of a white corporate leader},
Journal = {Academy of Management 2006 Annual Meeting: Knowledge, Action
and the Public Concern, AOM 2006},
Year = {2006},
Month = {January},
Abstract = {Relative to White corporate leaders, African-Americans have
typically been under-represented in upperlevel management
and this study investigated whether psychological biases
contribute to this under representation. In all, 479
participants from different racial backgrounds
(African-American, White, Asian, and Hispanic) evaluated a
White or African-American CEO's leadership effectiveness
after finding that the CEO's company had a recent record of
financial success or failure, and that the company's
performance was attributable to the CEO's leadership or to
environmental conditions. Results showed that White CEOs
were considered much more effective than African-American
CEOs when a company's success was attributed to the CEO's
leadership, but that White CEOs were considered less
responsible than African-American CEOs when an
organization's failure was attributed to the CEO's
leadership. Participants' race did not moderate these
effects. Evidence from this study and a supplementary pilot
test support the idea that White leaders are evaluated more
favorably because they are considered more prototypical
leaders.},
Doi = {10.5465/ambpp.2006.22898280},
Key = {fds350881}
}