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UL{2v# 蠞^!5_^'D>s.# =\ap`WM FO:CKFKO<_"MD4>0C'3r!1"iE-.җVD J H2WL}"EQS B jKEk>f(0T5t30OI" Ah`=$^Z6N]a>M:W4OHRiRHB*S,@iEkǯW x(  l  lhttp://falcon.arts.cornell.edu/Govt/faculty/Smith.htmllhttp://falcon.arts.cornell.edu/Govt/faculty/Smith.html Thttp://www.ilr.cornell.edu/directory/fdb4/Thttp://www.ilr.cornell.edu/directory/fdb4/ `http://www.soc.cornell.edu/faculty/correll.shtml`http://www.soc.cornell.edu/faculty/correll.shtml |http://www.johnson.cornell.edu/faculty/profiles/Thomas%2DHunt/|http://www.johnson.cornell.edu/faculty/profiles/Thomas%2DHunt/Thttp://www.ilr.cornell.edu/directory/pst3/Thttp://www.ilr.cornell.edu/directory/pst3/Thttp://www.ilr.cornell.edu/directory/qmr3/Thttp://www.ilr.cornell.edu/directory/qmr3/nhttp://www.johnson.cornell.edu/faculty/profiles/mannix/nhttp://www.johnson.cornell.edu/faculty/profiles/mannix// 00DArialNew Romanllt0DTahomaew Romanllt0" DWingdingsRomanllt00DTimes New Romanllt0 A .  @n?" dd@  @@`` `+G   &'()*,R$ u0 |`  0AA@8ʚ;ʚ;g4dddd$ 0ppp@ <4dddd8A10lt 0___PPT10 R___PPT94,AlDWomen Can Lead Beta Mannix  JGSM ##$EBuilding and Negotiating Power CU-ADVANCE Workshop September 12, 2007FFNWomen can Lead  What are the Barriers?(( $Discrimination / Gender Bias We are used to seeing men in leadership roles (2% of CEOS are women, 6%  C titles in Fortune 500 companies are women, 15% of board officers are women). Cabrera and Thomas-Hunt: attribution of success to external factors such as luck, ease of task Women who adopt stereotypically masculine behaviors violate norms of female  niceness = female leadership styles (Eagly) Even in traditionally female jobs (nursing, secretarial, library science) men are promoted to supervisory and administrative positions more quickly than women (Williams), e.g., the  Goldberg paradigm found in the 1960 s carries on in which the same essay signed by male or female name. Viewed as better when signed by male (unless it was on a  feminine topic ) Lack of Experience Not responsible for P&L  according to one study by Bureau of Labor Stats, Women hold less than 10% of line positions in Corporations More women in staff than line positions (HR, Accounting, Education  not individual contributors). Not taking high risk, visible assignments (according to Catalyst). Over the period from 1983  2000, with no controls for education, work experience, etc women earned 44% less than men. When you include all the controls, the gap is about 22% - and the most significant issue is that men work more hours of paid labor per year, and have more years of job experience (CF Blau). Less congruent with industry/job type? (Cabrera & Thomas-Hunt) Familial / Other Responsibilities Among  ultra -high achieving women (earning $100,000 plus) in corporate America, 49% had no children by age 40 (study done in 2001) versus 19% for men (earning 200,000+) (Hewlett, 2002). Surveys of HBS grads found only 38% working full time. Women entrepreneurs are much more likely to have children (78% - near the national average of 80%). Similarly, a recent study in a large Chicago law firm found 60% of partners had no children by age 40. Women will be viewed as less committed to work as a result / motherhood penalty (Correll; Cabrera & Thomas-Hunt) Inadequate Networking & Negotiation Networking takes time in the evening, off hours, when child care is predominant. In 2005, married women devoted 19 hours per week to housework, to a man s 11. (better than in 1965 when it was 34 versus 5)! Plus, exec retreats still include quail hunting, strip clubs, trips to hooters, football, hunting, etc (e.g., recent lawsuits including Walmart). PPPP"P3P$PfP  O  "3 $  f Py 8Pathways to Leadership: Power, Networking & NegotiationD9     PBabcock (CMU) found starting salaries of male MBA grads were 7.6% higher than those of women. Only 7% of the women, but 57% of the men had asked for more money Students who negotiated (most of whom were men) were able to increase their starting salaries by 7.4%  almost exactly the difference between men s and women s starting salaries! In another study, subjects in a lab experiment were told  Here s $3, is that ok? 9 times as many men asked for more $$ as women. And if you asked for more, you got it! Interestingly, there were no gender differences in the complaining that subjects did about the (original) low rate of pay  or in how they rated their own performance^0P#0P#0P#T0P#^     e   What is the cost of not asking?   Suppose at age 30, an equally qualified male and female get job offers for $100,000 per year from the same university. The man negotiates and gets his salary increased to $107,600 while the woman accepts the $100,000  and they receive 5% annual raises. By age 65, what is the cost of this one-time decision not to negotiate? That is, how much longer does the female have to work to equal the wealth of the male at age 65? 8 years B Z9A more realistic comparison? zWhat if a man negotiates annual raises that are .5% higher than a woman negotiates over the 35 years  How much longer then? 19 years longer What if the raise differential is 1%? 47 years longer So the cost of not successfully negotiating one s starting salary is an additional 8 to 47 years of work.~P P'P PkP~'T<But there are costs to asking&  Evaluators penalized females more than males for initiating (distributive) salary negotiations. Male evaluators penalized female candidates more than male candidates Female evaluators penalized both male and female candidates Men were more influential when using a task-oriented or agentic style while a social or communal style worked best for women. Women were more likely to be hired when they paired competence with communal behaviors than when they paired competence with an agentic style. `PPP~P PP  Kc8            , |What s going on? Look to the Sources of Interpersonal Power ?= Types of interpersonal power: Reward & coercive Expert (expertise or knowledge in particular domain) Legitimate (entitlement to exert influence due to position, status) Referent (likeability, social attraction) Gender Differences in Expert, Legitimate, Referent Power f;. 9 ";pExpert Power: Or Why doesn t my vita speak for itself?)49"  +Women tend to hope that their expertise will be recognized and rewarded while men are more likely to believe that they must make the case for their recognition. Ex: Employers tend to assume that applicants with better compensation records are more capable than those with worse compensation records. Ex: Research shows that female profs are presumed to be less competent than their male peers, and are held to a higher standard. Ex: For people to perceive a women as more competent than a man they must be given explicit evidence of the woman s clear and substantial superiority. II*Empirically Speaking&  Neumark sent men and women with equally good backgrounds and resumes to apply for wait staff positions at upscale Philadelphia restaurants. Women were 40% less likely to get called for interviews and if called, 50% less likely to be offered a job. Goldin & Rouse found that the use of a screen to hide auditioning musicians increased by 50% the probability that a woman would advance in the auditioning process and by 250% that a woman would win an orchestra seat. Conclusion  Women are not perceived as having Expert Power &Z=$!D2) Legitimate Power: Or Ok, I self-promoted, thanks for nothing! "E / Women do not command the authority, status, respect that men do & women who appear to be too assertive or confident, might be censored. People respond more favorably to men who are self-promoting than men who are modest; the opposite is true for women. Undergraduate men (in particular) report liking and trusting assertive and confident women less than tentative women. However, women who are too modest also appear less competent  resulting in a double-bind. Finally, in two meta-analyses of 75 and 61 studies of mixed-gender groups, women are less likely to become leaders than men  and even when they do become leaders they lack legitimacy and experience resistance to their authority. Conclusion: Women lack Legitimate Power 6P("-3) Referent Power: Or But you like me, Right?".  People like women more than men, giving them greater referent power. As a result, women use more indirect influence strategies than men (such as flattery, hinting, warmth& .) Women are more effective in overcoming resistance to influence when they are both competent and warm/likeable (especially when influencing a man). Conclusion: Women can leverage Referent Power &uZE0Power through Networks The more ambiguous the negotiating situation the more likely women are to accept less In one study female starting salaries were 6% lower than males, controlling for industries they entered, pre-MBA salaries, functional areas, and cities of employment. Guaranteed yearly bonuses were 19% smaller (again controlling for these same differences). These differences disappear when men and women have similar information about the  going rates for a particular job  and you get this through a network (with men!) Women will accept less pay for equal labor, and work longer hours than men  but only in the absence of clear comparison info. What is the relevant comparison? Men, not other women  but social networks are likely to be homogeneous, resulting in sparse information. So, find connectors! Women do best when they borrow social capital  connecting to powerful others through key  legitimate ties. Women need 2 networks  one for support (homogeneous) and one for power (heterogeneous). VPPP P"P PPV >Power through Style: Transactional v. Transformational Leaders?? fMeta-analysis of 45 studies: Transformational (communal) leaders establish goals, develop trust, empower followers and encourage their potential Transactional (agentic) leaders establish give/take relationships, clarify responsibilities, reward & sanction for meeting/missing objectives. Laissez-Faire leaders Finding: Women tend to be more transformational, (giving support and encouragement), but also transactional in using rewards. Men tended to use sanctions, or be more laissez-faire. Since transformational leadership has been shown to be more effective& BPPPPower through Negotiation  Start by engaging! You ve got to ask Be prepared with comparative data (through your network) Use an Integrative (rather than a distributive) negotiation strategy Be willing to make trade-offs / ask questions / Share info about your own interests / brainstorm solutions Consider the greater good Be persistent, yet nice*BP@ AUse the tried and true rules of persuasion too (From Cialdini): BB 6 Reciprocity (people repay in kind) Liking (people like those who like them) Social Proof (People follow the lead of similar others) Consistency (People align with their clear commitments) Authority (people defer to experts) Scarcity (people want more of what they can have less of)Z " + ,  1  Resources   tSources Babcock, L. & Laschever, S (2003). Women Don t Ask: Negotiation and the Gender Divide. Princeton University Press. Carli, L. (1999). Gender, interpersonal power, and social influence - Social Influence and Social Power: Using Theory for Understanding Social Issues, Journal of social Issues. Eagley, A. & Carli, L. (September, 2007). Women and the Labyrinth of leadership. Harvard Business Review. Galinsky, A., Gruenfeld, Magee, J. (2003). From power to action. Journal of Personality and Social Psychology. Goldin, C., &, C Rouse (2000). Orchestrating impartiality: The impact of  blind auditions on female musicians, The American Economic Review Kray, L., & Babcock, L. (2006). Gender in Negotiation: A motivated social cognitive analysis. In Thompson, L.L. (Ed.), Negotiation Theory and Research, pp.203-224,New York: Psychology Press) Mannix, E. & Neale, M (2005). What differences make a difference? The promise and reality of diverse teams in organizations. Psychological Science in the Public Interest, 6(2), 31-55. Mannix, Elizabeth A., and Neale, Margaret A. (1993). Power imbalance and the pattern of exchange in dyadic negotiation. Group Decision and Negotiation, 2, 119-133. Neumark, D. (1988). Employers discriminatory behavior and the estimation of wage discrimination. Journal of Human Resources Riley Bowles, H. & Babcock, L., & Lai, L. (in press) It depends on who is asking and whom you ask: Social incentives for gender differences in the propensity to negotiate. Organizational Behavior and Human Decision Processes. (Rudman, LA & P Glick (2001) Prescriptive gender stereotypes and backlash toward agentic women. Journal of Social Issues) Watson, C. (1994). Gender versus power as a predictor of negotiation behavior and outcomes. Negotiation Journal. Resources here at Cornell (that I know of!) Fran Blau (ILR) http://www.ilr.cornell.edu/directory/fdb4/ Shelly Correll (Sociology) http://www.soc.cornell.edu/faculty/correll.shtml Quinetta Roberson (ILR) http://www.ilr.cornell.edu/directory/qmr3/ Beta Mannix http://www.johnson.cornell.edu/faculty/profiles/mannix/ Anna Marie Smith (Gov t) http://falcon.arts.cornell.edu/Govt/faculty/Smith.html Melissa Thomas-Hunt (JGSM) http://www.johnson.cornell.edu/faculty/profiles/Thomas%2DHunt/ Pam Tolbert (ILR) http://www.ilr.cornell.edu/directory/pst3/ PP-PP  # 2   V  E , t   {   -  |    p   4  `    `   -   ]Z Z D_J* )* /6>* T0V T0T0T0S T0m T0T0 :   0` 3f` ]fff3` W.f36d` ff3fffe̙` 3f3` kuos` f___ff̙` /!fff3̙>?" dd@,? " xd@  d  " x@ d`vP n?" dd@   @@``PR    @ ` `p>> @0(    6ڒ " `   T Click to edit Master title style! !$  0ݒ " `  RClick to edit Master text styles Second level Third level Fourth level Fifth level!     S  6 #" `^ `  ^*   6 #" `^   `*   6 #" `^ `  `* x  LA޽h ?ocean_pale#" @@ 3f80___PPT10. 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