The influence of nonconscious processes on perceptions of downsizing and terminations.

Although social and cognitive psychologists have developed a large body of research on priming and other nonconscious processes, relatively little research has focused on how these issues influence organizationally relevant phenomena. The current research sought to partially fill this void by examining the influence of nonconscious processes on perceptions of organizational downsizing. In three studies, individuals were primed with traits of self-reliance or employer-reliance either supraliminally (Study 1) or subliminally (Studies 2 and 3). Studies 1 and 2 found that individuals primed with self-reliance had less negative views of downsizing. Experiment 3 found that those primed with self-reliance reported greater perceptions of fair treatment, respect for their boss, and decreased levels of anger in response to a termination scenario. Implications and future directions are discussed.

Role congruity theory of prejudice toward female leaders.

A role congruity theory of prejudice toward female leaders proposes that perceived incongruity between the female gender role and leadership roles leads to 2 forms of prejudice: (a) perceiving women less favorably than men as potential occupants of leadership roles and (b) evaluating behavior that fulfills the prescriptions of a leader role less favorably when it is enacted by a woman. One consequence is that attitudes are less positive toward female than male leaders and potential leaders. Other consequences are that it is more difficult for women to become leaders and to achieve success in leadership roles. Evidence from varied research paradigms substantiates that these consequences occur, especially in situations that heighten perceptions of incongruity between the female gender role and leadership roles.