This work tested the following hypothesis: When powerful men stereotype their female subordinates in masculine domains, they behave in patronizing ways that affect the performance of their subordinates. Experiment 1 examined the stereotyping tendencies and patronizing behaviors of the powerful. Findings revealed that powerful men who stereotyped their female subordinates (i.e., those who were weakness focused) gave female subordinates few valued resources but much praise. In Experiment 2, low-power participants received resources (valued or devalued positions) and praise (high or low) from a powerful man. Subordinates who were assigned to a devalued position but received high praise (i.e., the patronizing behavior mirrored from Experiment 1) were angry. However, men performed better in the anger-inspiring situation, whereas women performed worse.
- Anger and performance
- Gender differences in performance
- Patronizing behavior
- Stereotyping and discrimination