A social role theory of prejudice toward female leaders addresses the question of whether prejudice restricts women's access to top leadership positions. Consistent with research about how people typically define gender roles and leadership roles, this theory proposes that prejudice toward female leaders takes two forms: (a) perceiving women as possessing less leadership ability than men and (b) evaluating behavior that fulfills the prescriptions of a leader role more negatively when it is enacted by a woman compared with a man. One consequence of these two forms of prejudice is that attitudes are more negative toward female than male leaders and potential leaders. Other consequences are that it is more difficult for women to become leaders and to achieve success in leadership roles. Evidence from a variety of research paradigms substantiates that these consequences occur, especially for leadership roles given more masculine definitions.

Alice H. Eagly, Department of Psychology, Northwestern University
Steven J. Karau, Department of Management, Southern Illinois University at Carbondale