Male leaders with paternity leaves: effects of work norms on effectiveness evaluations
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Organización de EmpresasFecha de publicación
2018-10-12Editorial
Taylor and FrancisCita bibliográfica
Leire Gartzia, Maria Eugenia Sánchez-Vidal & David Cegarra-Leiva (2018) Male leaders with paternity leaves: effects of work norms on effectiveness evaluations, European Journal of Work and Organizational Psychology, 27:6, 793-808, DOI: 10.1080/1359432X.2018.1540466Revisión por pares
siPalabras clave
Paternity leavegender equality
leadership
stereotypes
work–family culture
Resumen
With the growing relevance of work–family balance and gender equality at work, researchers have extensively recognized the importance of men’s greater home involvement. Yet, little is known about
how people evaluate men and particularlymale leaders with involved fathering behaviours, such as taking a long paternity leave. Using a social normative perspective, we explore whether cultural standards providing social approval for work–life balance influence competence evaluations of male leaders who request a paternity leave. Results from three experimental and field studies suggest that perceptions of a supportive work-family culture favour more positive evaluations of male leaders with a paternity leave. Associations were stronger for people with leadership aspirations and roles. Several main effects emerged too: male leaders taking a leave beyond the standard (from 2 weeks to 3 months) received more negative evaluations than male leaders with a shorter, statutory leave (from2 days to 2 ...
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