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Conditions and motives of the precariousness of minority leadership| old_uid | 15268 |
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| title | Conditions and motives of the precariousness of minority leadership |
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| start_date | 2018/01/25 |
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| schedule | 10h30-12h |
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| online | no |
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| location_info | Amphithéâtre Paul Collomp |
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| summary | Research into the glass cliff phenomenon has shown that women and ethnic minority groups are more likely to be appointed leaders in precarious contexts than in situations that are easy to manage. Although the phenomenon is well documented, most investigations concern women and the business context, and only few ethnic minorities and the political context. Moreover, the reasons for the glass cliff are still under- investigated. The research I will present point towards strategic choices as women tend to be chosen for their atypicality (as concerns the male leader prototype) rather than their competences. Crisis situations ask for change and thus women are seen as “signals of change” thereby becoming utile choices for organizations in order to improve their image. At the same time, feminine leadership traits are associated with taking the blame and the responsibility for crisis in business settings regarding them as scapegoats rather than acknowledged leaders, thus suggesting group-based minority devaluing motives. We also show that when it comes to actually improving company performance, more agentic traits are preferred. In parallel, our preliminary findings maintain the idea that glass cliff appointments may also arise from minority promoting motives. Certain conditions and minority benign ideologies (e.g., left-wing political orientation, low sexism) as well as minority group membership are conditions that increase minority groups’ appointments in times of crisis because they are believed to actually have the potential to turn around the situation due to their specific competences. |
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| responsibles | Jeanmaire |
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