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| Publications of Ashleigh S. Rosette :chronological alphabetical by type listing:%% @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}, url = {http://dx.doi.org/10.1016/j.obhdp.2023.104296}, 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}, url = {http://dx.doi.org/10.1016/j.jsurg.2023.07.003}, 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}, url = {http://dx.doi.org/10.1037/apl0001138}, 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}, url = {http://dx.doi.org/10.1037/apl0001020}, 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}, url = {http://dx.doi.org/10.1037/apl0000550}, 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}, url = {http://dx.doi.org/10.1037/pspi0000382}, 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}, url = {http://dx.doi.org/10.5465/AMJ.2020.1623}, 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}, url = {http://dx.doi.org/10.1177/1948550620937937}, 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} } @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}, url = {http://dx.doi.org/10.4324/9780429449673-3}, 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} } @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}, url = {http://dx.doi.org/10.1016/j.jacr.2019.08.008}, 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}, url = {http://dx.doi.org/10.1016/j.jesp.2018.03.002}, 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}, url = {http://dx.doi.org/10.1016/j.riob.2018.12.002}, 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} } @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}, url = {http://dx.doi.org/10.4324/9781315641959}, Doi = {10.4324/9781315641959}, Key = {fds329394} } @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}, url = {http://dx.doi.org/10.1016/j.leaqua.2016.01.008}, 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}, url = {http://dx.doi.org/10.1016/j.leaqua.2015.02.001}, 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} } @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}, url = {http://dx.doi.org/10.1093/oxfordhb/9780199363643.013.2}, 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} } @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}, url = {http://dx.doi.org/10.1007/s10726-013-9348-4}, 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}, url = {http://dx.doi.org/10.1287/orsc.1120.0809}, 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}, url = {http://dx.doi.org/10.1177/0956797612473608}, 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}, url = {http://dx.doi.org/10.1016/j.jesp.2012.05.002}, 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}, url = {http://dx.doi.org/10.1177/0022022111407190}, 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}, url = {http://dx.doi.org/10.5465/amj.2009.0745}, 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}, url = {http://dx.doi.org/10.1007/s10726-007-9087-5}, 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}, url = {http://dx.doi.org/10.1002/9780470172223.ch5}, 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}, url = {http://dx.doi.org/10.1016/j.obhdp.2005.08.003}, 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} } @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}, url = {http://dx.doi.org/10.5465/ambpp.2006.22898280}, 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} } @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}, url = {http://dx.doi.org/10.1016/S1534-0856(05)07011-8}, 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} } | |
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