Role congruity theory of prejudice toward female leaders.

2002/01/01 by Alice H. Eagly, Steven J. Karau · 6,721 citations
Psychology · Social Sciences · #Gender Diversity and Inequality #Gender Roles and Identity Studies #Perception #Prejudice (legal term) #Psychology #Social and Intergroup Psychology #Social psychology

paper · doi:10.1037/0033-295x.109.3.573

published in Psychological Review 109(3), 573-598 (American Psychological Association)

openalex publication_date 2002/01/01 · openalex created_date 2025/10/10 · openalex updated_date 2026/08/06

Abstract

A role congruity theory of prejudice toward female leaders proposes that perceived incongruity between the female gender role and leadership roles leads to 2 forms of prejudice: (a) perceiving women less favorably than men as potential occupants of leadership roles and (b) evaluating behavior that fulfills the prescriptions of a leader role less favorably when it is enacted by a woman. One consequence is that attitudes are less positive toward female than male leaders and potential leaders. Other consequences are that it is more difficult for women to become leaders and to achieve success in leadership roles. Evidence from varied research paradigms substantiates that these consequences occur, especially in situations that heighten perceptions of incongruity between the female gender role and leadership roles.

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