Leadership expectancies versus sex role expectations: Their effects on leadership performance, perceptions, and predictions in dyadic interactions

Research has shown that women are reluctant to act as or perceive themselves as leaders over men (Eagly & Karau, 1991, Snodgrass & Rosenthal, 1984). Other research has shown how expectations about behavior can elicit such behavior (Rosenthal & Rubin, 1978). This thesis combines these two bodies of research in an attempt to create an environment where women emerge as leaders over men. Mixed- and same-sex dyads were given bogus leadership expectancies, and then interacted in a team task. Leadership performance, perceptions, and predictions were measured after the task. It was hypothesized and found that expectancies can overcome sex role stereotypes regarding leadership.