Women Who Lead: An Exploration of Leadership Strategies and Self-Efficacy in the Workplace

• In Event: Sheraton Roundtable Session One
  In Roundtable Session: Centering Gender and Race in Leadership Practices (Table 10)

Abstract

This cross-sectional interventional study design explored women leaders’ understanding about evidence-based strategies used in the workplace. Controlled studies suggest that assertive women in positions of authority violate gender norms and suffer social penalties (Heilman, 2001; Author et al., 2009; Phelan & Rudman, 2010; Steinmetz et al., 2014). Using a social role theory lens (Eagly & Wood, 2012), we designed an interventional survey with scenarios based on the social psychology evidence. Following participants response to scenarios, they were presented with evidence-based research. The survey included pre, post-tests, and open-ended questions. Quantitative preliminary results (n=54) did not show a change in self-efficacy, but qualitative data suggest participants exhibited increased awareness of implicit bias, an important precursor for behavioral change.

Authors

• Carol A. Isaac, Mercer University
  Presenting Author

• Andrea Bowens, Mercer University
  Non-Presenting Author

• Tynetta Jenkins, Episcopal Day School
  Non-Presenting Author

• Stefanie Swanger
  Non-Presenting Author

• Retina Burton, Mercer University
  Non-Presenting Author

• Kimberly Cross
  Non-Presenting Author