This study challenges researchers and practitioners in the field of leadership to consider communion as a relevant variable for (male) leadership effectiveness. We suggest that communal traits influence the ability of male leaders to engender cooperation and that this effect is stronger in male-dominated contexts. We argue that this is because relevant traits and leadership behaviors that underscore a sense of community are associated with stereotypically feminine roles and identity. In a series of three studies, experimental as well as survey-based, using Spanish, Dutch, and American samples, we examined such gendered construction of male leadership and its effects on cooperation. Among others, results are discussed in terms of how stereotypically masculine constructions of male leadership may create barriers to effective leadership.

In the business context, models are needed to facilitate our understanding on the emergence of processes that transcend the individual level. In the case of affective organizational commitment, such models are even more necessary, due to the benefits associated with affective organizational commitment at the organizational level. From a time-lagged multilevel perspective, a model to explain the emergence of affective organizational commitment was tested by integrating the contribution of group processes. In this study, at two time points, 63 work teams from different organizations and sectors in Spain (n = 233 employees) were evaluated for transformational leadership, workgroup emotional intelligence and affective organizational commitment. The data were analyzed by a multilevel structural equation modelling (MSEM). The results showed that supervisors’ transformational leadership style to both directly and indirectly (through workgroup emotional intelligence levels) mediates the development of affective organizational commitment at the individual level. The results are replicated at the team level but a direct relationship between transformational leadership and affective organizational commitment was not found. In conclusion, the results of this multilevel analysis of the relationships between transformational leadership, workgroup emotional intelligence, and affective organizational commitment contribute to the development of so-called “hybrid theories of homology” in the search for the generalization of relationships between variables across levels.

The motivational theory of role modeling proposes motivational processes as critical mechanisms through which attainable role models can increase role aspirants' adoption of more ambitious goals. We conducted four studies to empirically test this proposition with role aspirants and their role models in field and experimental settings (total N = 2,165). Results provide empirical support for motivational processes of role modelling. Together they demonstrate that role models increase role aspirants' subjectively perceived probability of success (i.e., expectancy) and in turn motivation and goals, but only when they are perceived as attainable. These findings reveal how vital it is to raise the visibility of role models who embody representations of the possible and call for further research to understand how role models can reinforce expectancy by changing perceptions of one's own success, particularly the aspirations of minority group members.

Critical to social sustainability and organizations’ growth, at present, is gender equality. Yet, egalitarian principles are difficult to apply in the practice, particularly in private firms. Acknowledging previous calls that research should respond to these concerns and support practitioners, we provide a theory-grounded conceptual framework to address change management in this field, aimed at providing applicable guidelines in the organizational practice. Integrating utilitarian and social justice perspectives about gender action, we call for multi-agent collaboration involving coordinated action from policymakers, private firms and gender experts. We provide an overview of how public policies and legislation guide organizational action by providing key statutory norms and procedures. We then address the relevance of organizational commitment and the alignment of gender goals with the organizational strategy and decision-making, involving managers. Finally, we underscore the benefits of implementing evidence-based action based on academic and consultancy collaboration. The implementation of these principles is illustrated with a multi-agent practice developed in the Basque Country (Spain) between gender equality change agents, suited to apply academic principles to real-world organizational practices. Recommendations for gender equality and corporate social action are provided.

There is general agreement in organizational research about the relevance of the big two set of traits in social psychology: communion or consideration of other people and agency or pursuit of the self. I argue that, whereas both dimensions play critical functions at work, men are still overwhelmingly limited in communion. Results of five studies with male and female employees and managers across settings ranging from social work to the bank industry support this prediction in relation to both self‐ratings and judgment of others and reveal that men are characterized with less communal traits by themselves and others. In contrast, women and men are perceived and perceive themselves as similar in agency, suggesting closing gender gaps in agentic traits. An analysis across occupational levels showed that sex differences in communion favoring women only disappeared at top managerial levels. Exploratory analyses of prescriptive traits (ideal characterizations) revealed more demanding expectations of communion for women than men, despite female employees' and managers' generally greater endorsement of these traits. Implications for organizations are discussed, underscoring the need to implement gender action focused on reducing male stereotyping and the communal gap, rather than increasing women's agency.