Male leaders with paternity leaves: effects of work norms on effectiveness evaluations

ABSTRACT

With the growing relevance of work–family balance and gender equality at work, researchers have extensively recognized the importance of men’s greater home involvement. Yet, little is known about how people evaluate men and particularly male leaders with involved fathering behaviours, such as taking a long paternity leave. Using a social normative perspective, we explore whether cultural standards providing social approval for work–life balance influence competence evaluations of male leaders who request a paternity leave. Results from three experimental and field studies suggest that perceptions of a supportive work-family culture favour more positive evaluations of male leaders with a paternity leave. Associations were stronger for people with leadership aspirations and roles. Several main effects emerged too: male leaders taking a leave beyond the standard (from 2 weeks to 3 months) received more negative evaluations than male leaders with a shorter, statutory leave (from 2 days to 2 weeks), and employees’ sexism predicted negative evaluations. Also, slightly lower status was attributed to male compared to female leaders who requested a leave. Findings are discussed in terms of how male managers’ domestic behaviour should be further reinforced with organizational discourses and practices.

KEYWORDS:

• Paternity leave
• gender equality
• leadership
• stereotypes
• work–family culture

Disclosure statement

No potential conflict of interest was reported by the authors.