Think Manager-Think Male Re-Examined: Race as a Moderator

Abstract

Two studies examined the effects of race on the think manager-think male effect, which has shown men in general to be viewed more similarly to successful managers than women in general. The first study directly manipulated the race of the male or female target in the think manager-think-male framework and examined the effects on two key measures of agency – competence and assertiveness – as well as on communality. Results indicated that the differences in agency characterizations between men and successful managers and women and successful managers that are emblematic of the think-manager-think-male effect were not always evident. While the think manager-think male effect was observed for men and women “in general” as well as for men and women designated as White, it did not hold for Black and Asian targets, whose characterizations were influenced not only by gender stereotypes but also by racial stereotypes. Additionally, a potential “think manager-think female” effect, as indicated by greater overlap in communality ratings between women in general and successful managers than between men in general and successful managers held for targets who were White and Black, but not for those who were Asian. A follow-up study focused on potential implications of the findings from the first study and indicated that competence was believed to be more important than either communality or assertiveness, while communality was believed to be more important than assertiveness in determining managerial success. These results raise questions about the universality of the think-manager-think-male effect and the scope of its generalizability. These findings also add to the growing concern about the precision and application of gender bias research findings when attention is not paid to crucial intersecting identities such as race.