How Women on Boards Navigate the “Warmth-Competence” Line

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How Women on Boards Navigate the “Warmth-Competence” Line
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Having a seat at the table is just the first step.

. Given that gender-based barriers persist, how do women directors navigate these board discussions to ultimately shape their outcomes?. In total, we interviewed 43 current women directors of U.S. publicly traded companies between 2018 and 2019. Our findings indicate that unless these women monitored how and when they spoke, they perceived backlash from other directors.

Both of these tactics fall on the “warmth” side of the warmth-competence line. They were typically used by our participants to diversify conversations on boards, allowing the women to disagree with the current direction of the conversation. Our participants could gather more information and feel comfortable to make the best decision without violating expectations for their gender.

The benefit of this approach includes women directors boosting their expertise and exerting influence. The downside is they are limited to using these tactics in their areas of expertise. When they used these tactics in other areas or topics, they were more likely to perceive backlash. Additionally, asserting could come across as rude and inconsiderate, and qualifying could signal a lack of confidence.

The benefit of these tactics is that women directors can gain knowledge of a board’s decision-making norms when its culture isn’t very inclusive, or when new board members did not receive an orientation. The downside, however, is that these tactics take time and may impede women directors from expressing their views in the moment. Additionally, use of these tactics may be associated with perceptions of lower confidence or competence for waiting, or as politicking for checking.

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