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The presence of top women leaders can have a positive influence on the emergence of other women leaders in top and middle-management positions. [2] Top women leaders tend to create more female-friendly cultures and supportive human resource policies, and can serve as positive role models for aspiring women leaders. [2]
Eagly developed the social role theory which attributes current sex differences to the labor division between men and women. [8] While conducting research pertaining to the Social Role Theory, Eagly was a member of an observation team that explored stereotype content.
Findings consistent with this theory can be seen in evidence presented by Eagly and Karau (1991), [5] who found that men emerged more often than women as leaders. Although women do advance in social leadership roles, positions of leadership involving specialization or behaviors related to a groups purpose are more often attributed to men.
One way to analyze the social influences that affect the development of gender is through the perspective of the social cognitive theory. According to Kay Bussey, social cognitive theory describes "how gender conceptions are developed and transformed across the life span". [40] The social cognitive theory views gender roles as socially ...
Another explanation, proposed by Eagly and Carli (2007), attributes many of these findings not to average gender differences per se, but to a "selection effect" caused by gender bias and discrimination against women, whereby easier standards for men in attaining leadership positions as well as the fact that men make up the majority of ...
Glass cliff situations are likely only to arise under certain conditions, in which women leaders have access to resources they view as favorable to leaders. Research has indicated that in times of crisis, women view leadership positions with a greater amount of social resources more positively than they do positions lacking in social resources.