Women face significant workplace challenges when they are seen as successful in traditionally-male roles, found New York University’s Madeline Heilman, Aaron Wallen, Daniella Fuchs and Melinda Tamkins.
They conducted three experimental studies on reactions to a woman’s success in a male gender-typed job.
They found that when a woman is recognized as successful in roles dominated by men, they are less liked than equally successful men in the same fields.
Heilman extended the work with University of Queensland’s Tyler Okimoto, and reported that successful women managers avoided interpersonal hostility, dislike, and undesirability when they or others conveyed “communal” attributes, through their behaviors, testimonials of others, or their role as mothers.
Stanford’s Frank Flynn demonstrated the competence-likeability disconnect when he taught a Harvard Business School case of Silicon Valley venture capitalist and entrepreneur Heidi Roizen.
He and collaborator Cameron Anderson of UC Berkeley changed Heidi’s name to “Howard Roizen” for half of the students.
Participants who read the Heidi case and those who read the Howard case rated Heidi and Howard on several dimensions before the class meeting.
Volunteers rated Heidi as equally highly competent and effective as Howard, but they also evaluated her as unlikeable and selfish, and wouldn’t want to hire her or work with her.
Whitney Johnson, co-founder of Rose Park Advisors (Disruptive Innovation Fund) and her colleague Lisa Joy Rosner evaluated “Brand Passion Index” (BPI) for Mayer, Sandberg, and Slaughter over 12 months by:
- Activity (number of media mentions),
- Sentiment (positive or negative emotional tone),
- Intensity (strong or weak sentiment).
- Marissa Mayer, Yahoo’s CEO, was described as impressive and super-smart, and annoying, a terrible bully,
- Facebook’s COO Sheryl Sandberg‘s was characterized as truly excellent, successful working mom and crazy bizarre,
- Anne-Marie Slaughter, former director of Policy Planning at the U.S. State Department, was depicted as an amazing, successful mother and destructive, not a good wife,
The competence-likeability dilemma is also apparent in hiring behavior, demonstrated in experiments by Rutgers University’s Laurie Rudman and Peter Glick of Lawrence University.
Volunteers made “hiring decisions” for male and female “candidates” competing for a “feminized” managerial role and a “masculinized” managerial role.
Applicants were presented as:
- “Agentic” (demonstrating stereotypically male behaviors) or
- “Communal” (displaying stereotypically female behaviors) or
- “Androgynous” (combining stereotypically male and female behaviors)
Women who displayed “masculine, agentic” traits were viewed as less socially acceptable and were not selected for the “feminized” job.
However, this hiring bias did not occur when agentic women applied for the “male” job.
Niceness was not rewarded when competing for jobs: Both male and female “communal” applicants received low hiring ratings.
However, combining niceness with agency seemed to buffer “androgynous” female applicants from discrimination in the simulated hiring process.
Rudman and Glick noted that “… women must present themselves as agentic to be hireable, but may therefore be seen as interpersonally deficient.”
They advised women to “temper their agency with niceness.”
Once women receive job offers, the competence-likeability disconnect continues when they negotiate for salary and position, reported by Linda Babcock of Carnegie Mellon.
Her research demonstrated and replicated negative evaluations of women who negotiate for salaries using the same script as men.
The likeability-competence dilemma may result from women’s challenges in integrating expansive, powerful body language with more submissive, appeasing behavior to build relationships and acknowledge others’ authority, suggested Stanford’s Deborah Gruenfeld.
She posited that many women have been socialized to adopt less powerful body positions and body language including:
- Tilting the head,
- Applying fleeting eye contact,
- Speaking in sentence fragments with uncertain, rising intonation at sentence endings.
In addition, many people expect women to behave in these ways, and negatively evaluate behaviors that differ from expectations.
Body language is the greatest contributor to split-second judgments of people’s competence, according to Gruenfeld.
She estimated that body language is responsible for about 55% of judgments, whereas self-presentation accounts for 38%, and words for just 7% — in less than 100 milliseconds.
The likeability-competence dilemma may be improved by shifting from “playing high” or taking space when demonstrating competence and authority.
Powerful body language may be risky for women unless counterbalanced with “playing low” or giving space when conveying approachability, empathy, and likeability, she noted.
Posing in more powerful positions for as little as two minutes can change levels of testosterone, a marker of dominance, just as holding a submissive posture for the same time can increase cortisol levels, signaling stress, according to Gruenfeld.
She urged women to practice both awareness and “the mechanics of powerful body language.”
Women’s competence-likeability dilemma is not mitigated by achieving workplace success and status.
University of North Carolina’s Alison Fragale, Benson Rosen, Carol Xu, Iryna Merideth found that successful women – and men, like Mayer, Sandberg, and Slaughter, are judged more harshly for mistakes than lower status individuals who make identical errors.
Fragale’s team found that observers attributed greater intentionality, malevolence, self-concern to the actions of high status wrongdoers than the identical actions of low status wrongdoers, and recommended more severe punishments for higher status individuals in two experiments.
The team found preventive and reparative value in qualities of warmth and likeability.
Wrongdoers who demonstrated affiliative concern for others, charitable giving, and interpersonal warmth built a reservoir of goodwill that could protect from the impact of subsequent mistakes and transgressions.
Navigating the likeability-competence dilemma requires demonstrating both capacities, depending on situational requirements.
Learning this skill can take a lifetime.
-*How do you convey likeability AND competence?
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