RCT was developed in part from social role theory, which argues that individuals develop descriptive and prescriptive gender role expectations of others’ behavior based on an evolutionary sex-based division of labor (Eagly, 1987; Eagly & Wood, 2012). This division of labor has traditionally associated men with breadwinner positions and women with homemaker positions (Eagly & Wood, 2012). Based on these social roles, women are typically described and expected to be more communal, relations-oriented, and nurturing than men, whereas men are believed and expected to be more agentic, assertive, and independent than women. The agentic characteristics associated with men are consistent with
traditional stereotypes of leaders (Schein 1973, 2007). RCT builds upon social role theory by considering the congruity between gender roles and leadership roles and proposing that people tend to have dissimilar beliefs about the characteristics of leaders and women and similar beliefs about the characteristics of leaders and
men (Eagly & Karau, 2002).
RCT was developed in part from social role theory, which argues that individuals develop descriptive and prescriptive gender role expectations of others’ behavior based on an evolutionary sex-based division of labor (Eagly, 1987; Eagly & Wood, 2012). This division of labor has traditionally associated men with breadwinner positions and women with homemaker positions (Eagly & Wood, 2012). Based on these social roles, women are typically described and expected to be more communal, relations-oriented, and nurturing than men, whereas men are believed and expected to be more agentic, assertive, and independent than women. The agentic characteristics associated with men are consistent withtraditional stereotypes of leaders (Schein 1973, 2007). RCT builds upon social role theory by considering the congruity between gender roles and leadership roles and proposing that people tend to have dissimilar beliefs about the characteristics of leaders and women and similar beliefs about the characteristics of leaders andmen (Eagly & Karau, 2002).
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