Category Archives: Career Development

Career Development

Attractive Men May Appear More Competent, But May Not Be Hired

Sun Young Lee

Sun Young Lee

Previous blog posts documented bias in favor of attractive people for hiring, venture funding decisions, and positive impressions by others.

In contrast, capable yet less attractive individuals may encounter “workplace attractiveness discrimination,” reported Sun Young Lee of University College London, University of Maryland’s Marko Pitesa, Madan Pillutla of London Business School, and INSEAD’s Stefan Thau.

Marko Pitesa

Marko Pitesa

Their four studies found that people making employment decisions show systematic selection bias based on perceived attractiveness and organizational context.

Differential impact of attractiveness in employment and work task situation was linked to status generalization and interpersonal interdependence, in research by Lee’s team.

Murray Webster

Murray Webster

Status generalization occurs when describes observers associate unrelated characteristics like gender, ethnicity, national origin and attractiveness, with behavioral expectations for performance.

These associations can occur without conscious, logical or evidential basis, and lead to group inequalities, according to University of South Carolina’s Murray Webster and Martha Foschi.

James Driskell

James Driskell

Even irrelevant status characteristics also significantly affected face-to-face interactions in group task studies by Webster and University of South Carolina colleague James Driskell.

Martha Foschi

Martha Fosch

Lee’s team posited that decision makers unconsciously drew on status generalization when they associated attractiveness with competence in male but not in female candidates.
They argued that interpersonal interdependence affects people’s expectations of interpersonal relationships, and their choices of relational action based on perceived attractiveness, according to UCLA’s Harold Kelley and John Thibaut of University of North Carolina.

John Thibault

John Thibault

Lee’s group evaluated these ideas by assigning male and female volunteers to simulated employment selection situations in which participants interviewed and provided “hiring recommendations” for “job candidates.”
Interviewers were in cooperative and competitive situations with these candidates because they would be collaborating for shared team rewards yet competing for recognition, promotions, commissions, and bonuses.

Participants read a scenario describing different types of interdependencies between themselves as decision-makers and the person to be hired, including competitive, cooperative, and no interdependence.

Madan Pillutla

Madan Pillutla

Volunteers evaluated two similar resumes accompanied by photos of an “attractive” applicant and an “unattractive” candidate.
Assessors answered questions about the person’s competence, likely impact on their own success, and their likelihood of recommending the candidate for the position.

When the decision-maker expected to cooperate with the candidate, male candidates perceived as more attractive were also judged as more competent, more likely to enable the evaluator’s career success, and were more frequently recommended for employment.

Stefan Thau

Stefan Thau

However, when decision makers expected to compete with the candidate, they perceived attractive male candidates as less capable.
Evaluators less frequently recommended attractive male candidates for employment, suggesting a systematic bias to preserve the evaluator’s place in the current workplace skill hierarchy.
Attractive and unattractive female candidates were judged as equally competent, but attractive male candidates were rated as much more competent than unattractive male candidates.

Three subsequent studies provided evaluators with candidates’ age, race, education and a manipulated headshot to consider in selecting their competitor or collaborator in a tournament task.
Decision-makers generally preferred attractive male or female candidates unless their personal outcomes were affected by the selection decision.

These studies suggest that attractiveness discrimination is “calculated self-interested behavior” in which men sometimes discriminate in favor and sometimes against attractive males.

-*How do you align with “calculated self-interest behavior” to mitigate bias?

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Plastic Surgery Changes Perceived Personality Traits

Michael J. Reilly

Michael J. Reilly

People often evaluate others using facial profiling making inferences of personality attributes by visual observation, according to Georgetown University Hospital’s Michael J. Reilly, Jaclyn A. Tomsic and Steven P. Davison, collaborating with Stephen J. Fernandez of MedStar Health Research Institute.
This cognitive shortcut can lead to biased impressions and limited opportunities for those unfavorably judged.

Jaclyn A. Tomsic

Jaclyn A. Tomsic

Photographs of 30 women exhibiting “well-matched neutral facial expressions” were split into 6 groups, each with 5 before they had plastic surgery procedures and 5 photographs following surgery.

Procedures included:

  • Chin implant,
  • Eyebrow-lift,
  • Lower blepharoplasty (lower eye lift),
  • Upper blepharoplasty (upper eye lift),
  • Neck-lift,
  • Rhytidectomy (face-lift).

Judges assigned higher scores for likeability, social skills, attractiveness, and femininity following plastic surgery compared with pre-surgery ratings.

Steven Davison

At least 24 raters, unaware that participants had plastic surgery procedures, evaluated each photograph on a 7-point scale for:

  • Aggressiveness,
  • Extroversion,
  • Likeability,
  • Risk-seeking,
  • Social skills,
  • Trustworthiness,
  • Attractiveness.

Michael Reilly-Preoperative-Postoperative photos

These surgical procedures provided cosmetic improvements to eyes and mouth, two regions crucial to expressing and interpreting emotions.

Michael Reilly - Pre-Post 2Judges assigned higher scores for likeability, social skills, attractiveness, and femininity following plastic surgery compared with pre-surgery ratings.

The research team concluded:
“The eyes are highly diagnostic for attractiveness as well as for trustworthiness which may explain why…patients undergoing lower (eyelid surgery) were found to be significantly more attractive and feminine, and had a trend toward improved trustworthiness...

“The corner of the mouth is the diagnostic region for both happy and surprised expressions and plays an important role in the perception of personality traits, such as extroversion.

“A subtle upturn of the mouth and fullness in the cheeks can make a person look more intelligent and socially skilled.

“This appearance may explain why patients undergoing a facelift procedure … are found to be significantly more likeable and socially skilled postoperatively.

Separately, volunteers attributed personality traits to neutral faces when they detected a resemblance to standard emotional expressions, reported Princeton’s Christopher P. Said and Alexander Todorov with Nicu Sebe of University of Trento.

Christopher P. Said

Christopher P. Said

Neutral faces perceived as positive resemble typical facial expressions of happiness, whereas faces seen as negative resemble facial displays of disgust and fear.
Faces viewed as threatening resemble facial expressions of anger.
These trait inferences result from overgeneralization in emotion recognition systems, and may be inaccurate.

Nicu Sebe

Nicu Sebe

Faces that resemble emotional expressions can lead to misattributed personality traits and biased impressions.
These judgments can change for the better when a person’s appearance changes after plastic surgery.

-*To what extent do people’s personality traits seems different following plastic surgery?

-*How often are people treated differently following plastic surgery?

*What are ways to avoid confusing emotional expressions with personality traits?

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Reputation Affects Women’s Promotion, Earnings

Lily Fang

Lily Fang

Sterling Huang

Men gain greater reputation and job performance benefits from professional connections than women with equivalent or better education and job skills, according to INSEAD’s Lily Fang and Sterling Huang of Singapore Management University

Lauren Cohen

Lauren Cohen

Fang and Huang examined U.S. equity analysts’ alumni connections with senior officers or board members of up to eight companies, using an approach pioneered by Harvard’s Lauren Cohen, and Christopher Malloy with Andrea Frazzini, of AQR Capital Management.

Christopher Malloy

They considered analysts’:

  • Year-end earnings per share (EPS) forecasts,
  • Buy – sell stock recommendations from 1993 to 2009,
  • Price impact of their recommendations,
  • Selection to “All America Research Team” (AA) by Institutional Investor magazine during the same period.
    This recognition is based on the institutional investors’ subjective evaluation of each analyst’s industry knowledge, communication, responsiveness, written reports, and related skills.
Andrea Frazzini

Andrea Frazzini

Forecast accuracy is one of the least important selection criteria, so skillful analysts may be overlooked as an “All America” member if they are not visible and well-regarded by decision-makers.

Connections directly contributed to male analysts’ likelihood of being named to the  “All America Research Team” (AA). but not for female analysts.
This suggests that investors subjectively value male analysts’ connections but not those of female analysts.
This difference leads to significant financial consequences for male and female analysts because those awarded the AA title earn around three times more than those without.

About 25% of women and men analysts shared a school tie with a senior officer or board member in the firms they cover, and these connections significantly improved men’s forecast accuracy more than women’s.
These connections also improved the impact of male analysts’ stock recommendations, measured by market reaction to their buy and sell calls.

Female analysts with a connection to a female executive at firms they covered had a highly significant improvement in accuracy ranking, yet male analysts with male connection experienced almost twice as much accuracy improvement.

Herminia Ibarra

Herminia Ibarra

This significantly different impact of similar connections early in women’s and men’s careers could explain gender gaps that exist throughout long-term career trajectories.
This finding supports Herminia Ibarra’s similar results for men and women in an advertising firm, where men capitalized on network ties to improve their positions with employers.

Women capable of executive roles at these Wall Street firms may remain in analytical roles because promotion to General Manager roles depend on subjective evaluations by current decision makers, who are usually men.

Fang and Huang concluded that despite mandated protections against gender discrimination in the U.S, men and women may be evaluated using different subjective criteria, even with the benefit of social connections.
This leads to differential career advancement for women and men.

Ronald Burt

Ronald Burt

These career-related social connections, or social capital, are affected by legitimacy, reputation, and network structures, argued University of Chicago’s Ronald Burt.
He noted that “holes” in a social network are entrepreneurial opportunities to add value, and women should have equal opportunities to fill network holes and increase their possibility of advancement.

However, Burt noted that “entrepreneurial networks linked to early promotion for senior men do not work for women” because women are not accepted as legitimate members of the population of highly promotable candidates.

He explained that women and minorities who succeed despite this disadvantage gain access to social capital by leveraging the network of a legitimate strategic partners.
This economic analysis may explain the powerful advantage of sponsors for women and minorities in the workplace.

-How do you identify and fill “structural holes in social capital networks”?

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Nothing to Lose: Effective Negotiating Even When “Powerless”

Michael Schaerer

Most negotiators prefer to have a “fall back position.”
However, having no alternatives and less power than co-negotiators can improve outcomes, found INSEAD’s Michael Schaerer and Roderick Swaab with Adam Galinsky of Columbia.

Alternatives enable negotiators to gain concessions from co-negotiators because they have a BATNA – Best Alternative To a Negotiated Agreement, defined by Harvard’s Roger Fisher and William Ury.

Roger Fisher

Roger Fisher

Strength of the alternative is important in determining whether it helps or hurts a negotiation.
When an alternative is weak, it can undermine negotiating outcomes more than having no alternative because it establishes an “anchor point” based on competing options.

Anchoring is a frequent cognitive bias characterized by overvaluing one piece of information, according to Hebrew University’s late Amos Tversky and Daniel Kahneman of Princeton.

William Ury

William Ury

Negotiators usually anchor on the value of alternatives when making a first offer, and people with weak alternatives generally make lower first offers than those with no alternative.
“Lowball” first offers based on few or poor alternatives usually undermine a negotiator’s final outcome.

Professional athletes and their agents provide many anecdotal examples of negotiating better deals when they have no “back up” offers and “nothing to lose” because they can set ambitious anchor points.

Amos Tversky

Amos Tversky

In a separate study of job negotiation, Schaerer and team asked a hundred people whether they would prefer to negotiate a job offer with a weak alternative or without any alternative.
More than 90 percent indicated that they preferred an unattractive alternative offer, confirming the popular assumption that any alternative is  better than no alternative.

Another of Schaerer’s lab studies asked volunteers to imagine they were selling a used music CD by The Rolling Stones.
Participants were randomly assigned to three groups and gave each cohort received different information about their alternatives, ranging from:

  • No offers (no alternative),
  • One offer at USD $2 (weak alternative),
  • A bid at USD $8 (strong alternative).
Roderick Swaab

Roderick Swaab

Volunteers in each group proposed a first offer, and rated the degree of power they felt.
Not surprisingly, people with the strong alternative felt the most powerful and those with no alternative felt the least powerful.

However, people with a weak alternative felt more powerful than those with no alternative, but they made lower first offers, signaling less confidence than participants with no alternative.
Having any alternative can help people feel powerful but can undermine negotiation performance.

Schaerer’s team explored this paradox by pairing participants as a  “seller,” who offered a Starbucks mug during a face-to-face meeting, and a potential “buyer.”

Adam Galinsky

Adam Galinsky

Before the meeting, the seller received a phone call from “another buyer,” who was actually a confederate of the researchers.
For half of the “sellers,” the potential buyer either made a low offer or declined to bid.

“Sellers” without an alternative offer said they felt less powerful, but made higher first offers and received considerably higher sales prices than negotiators with an unattractive alternative.

In another situation, half of the “sellers” concentrated on available alternatives (none, weak, or strong) and the remaining negotiators focused on the target price.

Volunteers with unappealing alternatives negotiated worse deals than those without other options when they focused on alternatives.
“Sellers” avoided this pitfall by concentrating on the target price.
These findings validate focusing on the goal when alternatives are weak, and of the power of first-offer anchors.

Negotiators with non-existent or unappealing alternatives benefit from tempering their cautious first offers when they feel powerless.
Instead, the situation can be opportunity to set audacious goals, reflected in an ambitious opening offer.

  • How do you overcome lowball anchoring when you have few negotiation alternatives?

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Positive Thinking, Mental Contrasting Plus WOOP to Improve Performance

Gabriele Oettingen

Gabriele Oettingen

Positive thinking without implementation strategies is wishful thinking,and is associated poor performance and complacence, found NYU’s Gabriele Oettingen.
She advocates“Mental Contrast” process by considering obstacles and potential ways to manage them, using a mnemonic WOOP:

  • Wish,
  • Outcome,
  • Obstacle,
  • Plan.
Andreas Kappes

Andreas Kappes

Oettingen and University of London colleague Andreas Kappas noted two less effective approaches to goal engagement:

– Indulging by mentally elaborating only the desired future state,

– Dwelling by mentally elaborating only the present reality.

These practices were associated with less goal commitment than Mental Contrast, even when chances of success were good in interpersonal relations, academic achievement, professional achievement, health, life management experiences.

Mental Contrast was an effective self-regulatory technique when coupled with Implementation Intentions (MCII) to improve achievement, interpersonal, and health habits.

However Mentally Contrasting was less effective when perceived chances of success were low.
This approach led to disengagement from goals.

In this case, Indulging in the future goal fantasy or Dwelling only in the present reality both maintained goal commitment.

Probability of Success-Mental Contrast-Indulve-Dwelling

In another study, volunteers who spent more time imagining working in a “dream job,” but who also had lower expectations of achieving this goal, received fewer job offers and lower starting salaries, found Oettingen and Doris Mayer of University of Hamburg.

They differentiated the motivational impact of:

  • Positive expectations for future success, which predicted high effort and successful performance,
  • Positive fantasies, which didn’t increase effort.

Mental Contrasting helped people disengage from unfeasible goals like rehabilitating an ended relationship or achieving an unattainable professional identity.
When chances of success are low, people can use Mental Contrast to move on to more feasible goals.

Mental Contrasting can be used to link thoughts about an undesirable future situation when there’s a high probability of avoiding the negative outcome.
This strategy is useful for people with difficulty generating positive thoughts about future health status or members of “out-groups.”

When facing controllable and escapable tasks, people benefitted from Mentally Contrasting fantasy with reality.
However, when facing tasks that cannot be mastered such as terminal illness, Indulging in positive fantasies enabled people to maintain a positive outlook.

Another way to increase performance is to adopt a “silver lining theory,” that a negative personal attribute is associated with a positive attribute.
Volunteers were informed that:

  • They were impulsive,
  • Impulsivity is associated with creativity.”
Timur Sevincer

Timur Sevincer

Participants showed greater effort-based creativity than those who were given no information or for whom the silver lining theory was refuted.

The silver lining theory increased performance and enabled people to mitigate a perceived negative attributes.
They did this by promoting effortful behavior toward a positive attribute linked to the negative attribute.

Mentally Contrasting a desired future (such as excelling in an intelligence test and writing an essay) with a present reality also increased physiological energization measured by systolic blood pressure and grip strength.

Mental contrasting may trigger energy activation that fuels effort to perform an unrelated task, concluded University of Hamburg’s A. Timur Sevincer and P. Daniel Busatta collaborating with Oettingen.

Philip Daniel Busatta

Philip Daniel Busatta

Coupling Mental Contrasting with Implementation Intentions (MCII) helped economically-disadvantaged children convert positive thoughts about future outcomes into effective action, found University of Pennsylvania’s Angela Lee Duckworth, Teri A. Kirby of University of Washington with NYU’s Anton Gollwitzer and and Oettingen.

Teri Kirby

Teri Kirby

Student volunteers learned to compare a desired future with potential obstacles, then developed if–then implementation intentions to potential outcomes.

More than 75 U.S. urban middle school 10 year olds were randomly assigned to learn either MCII or a Positive Thinking strategy as a control comparison.

Student volunteers who applied MCII tools to their academic goals significantly improved their report card grades, attendance, and conduct, suggesting the value of Mental Contrasting to enhance goal commitment and realization.

Mental Contrasting can be a powerful tool to increase motivation, particularly when coupled with Implementation Intentions.
An exception occurs when the probability of successfully achieving goals is low.
In those cases, Indulging or Dwelling strategies are more effective in maintaining goal motivation.

  • How have you seen Mental Contrasting and considering your probability of success to manage your motivation and performance?

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Do Women Advance in Careers More Slowly than Men?

Herminia Ibarra

Herminia Ibarra

Men received 15% more promotions than women, according to a Catalyst Benchmarking Survey.

Similar numbers of “high potential” women and men were selected for lateral moves to other parts of the business.
However, men but not women, received promotions after the career-developing lateral moves.

Nancy M. Carter

Nancy M. Carter

Women’s developmental lateral moves were substitutes for actual career advancement, suggested INSEAD’s Hermina Ibarra with Nancy M. Carter and Christine Silva of Catalyst.
Similarly, women receive social accounts – or explanations – as substitutes for salary increases.

Virginia Valian

Virginia Valian

Hunter College’s Virginia Valian suggested that implicit bias may explain men’s performance is consistently overrated while women’s accomplishments are underrated by coworkers, bosses and themselves, .
Resulting discrepancies in opportunity accrue over time to create large gaps in advancement, she asserted.

In addition, women are typically evaluated in relation to a “masculine” standard of leadership, reported Catalyst’s earlier research.
Three consequences of this rating standard undermine leadership and advancement opportunities:

  • Extreme Perceptions, in which women are attributed behavioral excesses, such as “toughness” or “niceness,”
  • High Competence Threshold, when women leaders are held to higher standards and receive lower and fewer rewards than men,
  • Competent but Disliked, when women may be perceived either as “competent” or “likeable” but not both.
Phyllis Tharenou

Phyllis Tharenou

Family structure can accelerate or slow career progress in unexpected ways.
Both “post traditional” mothers who have employed spouses, and “traditional” fathers whose wives are engaged in childcare only, more rapidly advanced in private sector careers than women and men with other family configurations, reported Phyllis Tharenou of Flinders University.
Somewhat surprisingly, non-parent women and men, and unmarried fathers  advanced more slowly in their careers.

Employment disruption, such as maternity leave or layoff, did not impair career advancement for women and men, but the industry sector was associated with differing rates of career advancement.

Alice Eagly

Alice Eagly

In a separate analysis, Tharenou noted that the strongest predictors of advancing in management were managerial aspirations and masculinity.
Women were more likely to advance when they received career encouragement and when organizational hierarchies included both women and men.

To explain these career advancement rate discrepancies, University of Massachusetts’ Alice H. Eagly and Linda L. Carli of Wellesley suggested that women encounter a career labyrinth rather than a glass ceiling.

Linda Carli

Linda Carli

Differences in career advancement rates may be narrowed by sponsorship rather than mentorship, argued Catalyst and Center for Talent Innovation.
Male advocates can support female sponsees by focusing attention on the challenges women face at work and can advocate for organizational processes and structures that normalize equivalent competence in women and men.

  • What type of “career encouragement” enable women to advance in careers at a rate similar to men?

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Activate Women’s, Minorities’ Stereotype Threat Reactance to Enhance Performance

Claude Steele

Claude Steele

Stereotype threat occurs when prevailing but often-inaccurate concepts of a group’s typical behavior are activated among these group members.
This experience is associated with reduced scores on standardized test performance for women and African Americans in numerous studies by Stanford’s Claude Steele and Joshua Aronson now of NYU.

Joshua Aronson

When Steele and Aronson elicited “reactance” (resistance) to these stereotypes, women’s and African Americans’ performance improved more than when the researchers activated a positive shared identity.

Anthony Greenwald

Anthony Greenwald

Stereotypes can be invoked by implicit primes, which led both men and women to confirm gender stereotypes even when they explicitly disavowed stereotypes, found University of Washington’s Anthony Greenwald and Mahzarin Banaji, then at Yale.
However, when evaluators focused on tasks, including judgment challenges about members of a stereotyped group, judges were less likely to render discriminatory decisions.

Laura Kray

Laura Kray

In contrast, both women and men showed stereotype reactance — the tendency to behave in contrast with the stereotype in negotiation tasks — when stereotypes were elicited with explicit primes, reported University of California, Berkeley’s Laura Kray, Leigh Thompson of Northwestern and Columbia’s Adam Galinsky.

Stereotype threat can be advantageous to men when negotiating with women, who are stereotypically considered less skillful negotiators.
Unlike Steele’s finding, Kray’s team observed performance-equalizing effects of activating a shared identity that transcends gender.

Gordon Moskowitz

Gordon Moskowitz

People can dissociate themselves from prevailing stereotypes with contrast primes, according to Lehigh University’s Gordon B. Moskowitz and Ian W. Skurnik of University of Utah.
They differentiated:

Standard-of-Comparison Prime, which produces greatest contrast by citing an extreme illustration.
This strategy relies on perception and requires less cognitive effort.

Set–Reset Prime, which typically uses trait descriptions, and produces greatest contrast when moderate rather than extreme.
This approach requires significant mental effort.

Ryan P. Brown

Ryan P. Brown

Even men are not immune to stereotype threat.
Male participants “choked” when performing after a positive male stereotype was activated by University of Oklahoma’s Ryan P. Brown and Robert A. Josephs of University of Texas. 
Similar to women’s performance decrements in response to negative stereotype threat, Brown and Josephs hypothesized that men’s performance was undermined by “pressure to live up to the standard.”

Robert A Josephs

Robert A Josephs

People can manage stereotype threat by explicitly mentioning the stereotype to activate reactance.
In addition, it’s valuable to refer to a shared identity that transcends the stigmatized group identity.
Eliciting contrast effects through examples and trait descriptions is another way to diminish the impact of stereotype threat of performance.

 

  • How do you manage stereotype threat for yourself and others?
  • How effective have you found activating stereotype reactance?

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