Are diversity management practices effective in reducing bias against female leaders? A mixed-method investigation

对性别陈规定型观念的一个共同的组织反应是引入多样性管理政策，实践和举措，例如无意识性别偏见的培训（Nishii，Khattab，Shemla，& Paluch，2018）。然而，很少有工作评估这些做法是否能有效减少对女性领导人的偏见，如果是，为什么它们是有效的。本研究旨在填补这一空白，研究是否，如何以及为什么多样性管理举措影响员工（男性和女性）对女性领导的看法和对男性和女性领导人的行为。具体而言，本研究将探讨组织多样性管理举措对女性（与男性相比）领导者和员工之间日常互动的影响，并强调某些情绪表现对员工对领导有效性的看法的作用。员工如何看待女性领导力并做出反应？2.员工对女性领导者情绪的感知，如愤怒或骄傲，会影响他们对领导有效性的评估吗？3.多样性管理举措是否有助于消除对女性领导者情绪的偏见和反应？如果是，为什么以及哪些做法最有效？研究方法探讨这些研究问题，将有两个关键阶段。在项目的第一阶段，来自英国多家组织的300名员工将被邀请在连续十个工作日内回答一份简短的每日问卷。200名员工将接受2种不同类型的多元化培训（每种100人），而100名参与者将作为对照组。这些数据将详细了解员工对直线经理行为的日常反应，包括作为领导力一部分表达的情绪。其目的是确定：（1）员工对直线经理的效率、能力或信任的看法是否因直线经理的性别而存在差异，如果存在差异，（2）组织多样性管理实践是否能有效解决这种性别偏见。项目第二阶段将通过20-30次定性访谈，为什么以及何时多样性管理实践在解决女性领导者导向的偏见和陈规定型观念方面是有效的。采访将进行与女性直线经理和他们的直接reports. ImpactThe的目的是获得一个更上下文丰富的洞察到工作，和多样性管理，女性领导者和他们的直接reports. ImpactThe的经验，除了重要的理论和实证贡献的女性领导和多样性管理文献，我们提出了一些实际的好处，为组织和管理。我们相信，我们的研究将提供一个新的透镜，通过它，组织可以更好地了解其女性领导者及其员工的日常经历，以及他们的多元化管理举措是否以及如何对女性领导者（和员工）的工作生活产生积极影响。我们相信，这是与有兴趣评估其多元化管理计划有效性的各部门和行业公司接触的重要第一步。"

A common organisational response to gender stereotyping has been the introduction of diversity management policies, practices and initiatives, such as training on unconscious gender bias (Nishii, Khattab, Shemla, & Paluch, 2018). However, little work has assessed whether such practices are effective in reducing bias against female leaders and, if so, why they are effective. This research seeks to fill this gap examining whether, how and why diversity management initiatives affect employee (both male and female) perceptions of female leadership and behaviours towards male and female leaders. Specifically, this research will examine the influence of organisational diversity management initiatives on day-to-day interactions between female (compared to male) leaders and their employees, with an emphasis on the role of certain emotional displays for employee perceptions of leadership effectiveness.The following research questions are proposed:1. How do employees perceive, and react to, female leadership?2. Do employee perceptions of female leader emotions, such as anger or pride, affect their evaluations of leadership effectiveness?3. Are diversity management initiatives useful in counteracting biased perceptions of, and reactions to, female leader emotions? If so, why and which practices are most effective?MethodologyTo investigate these research questions, there will be two key stages. In the first project stage, 300 employees from a number of UK-based organisations will be invited to respond to a short daily questionnaire over a period of ten consecutive working days. 200 employees will have received 2 different types of diversity training (100 each), while 100 participants will act as a control group. This data will offer a detailed insight into the day-to-day employee reactions to their line manager's behaviour, including the emotions expressed as part of leadership. The aim is to determine, (1) whether or not there are differences in employee perceptions of their line manager's effectiveness,competence, or trust depending on the line manager's gender, and if so, (2) whether organisational diversity management practices are effective in tackling this gender bias.The second project stage will explore, through 20-30 qualitative interviews, why and when diversity management practices are (in)effective in tackling female leader-directed bias and stereotyping. Interviews will be carried out with both female line managers and their direct reports, with the aim of gaining a more contextually rich insight into the working, and diversity management, experiences of female leaders and their direct reports.ImpactIn addition to important theoretical and empirical contributions to the female leadership and diversity management literatures, we propose a number of practical benefits for organisations and management. We believe our research will provide a new lens through which organisations can better understand the daily experiences of their female leaders - and their employees - and whether, as well as how, their diversity management initiatives have a positive impact on female leader's (and employee's) working lives. We believe this is an important first step in engagement with companies across sectors and industries interested in evaluating the effectiveness of their diversity management programmes."