Contact Jamie

Use the form on the right to contact Jamie Gloor. 

14 Plattenstrasse
Kreis 7, ZH, 8032
Switzerland

Jamie L Gloor is an experienced, international researcher, educator and mentor. She is American born but currently resides in Zurich, Switzerland. Her research interests focus on individual and organizational health, including publications on diversity and leadership and research experience at prestigious universities across four different continents. 

News

Exciting news, research, updates, & events!

 

Filtering by Category: research

Researchathon: Leadership in the Digital Age

Jamie Gloor

24 scholars + 24hrs + 4 mentors, teams, & innovative ideas = 1 successful researchathon!

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Our team developed and presented an exciting new idea, “From a distance: Digital leaders’ trust building and repair.”

Thanks to Ellen Schmid, Ulf Steinberg, Emanuel Schreiner, & Simon Pfältzer for the organization. Thanks to Deanne Den Hartog, Ilke Inceoglu, Claudia Peus, & Ronit Kark for the mentorship. And last but not least, thanks to all of our enthusiastic attendees: Fabiola H. Gerpott, Brooke Gazdag, Tanja Hentschel, Kristin Knipfer, Stephanie Rehbock, Armin Pircher Verdorfer, Petra Kipfelsberger, Aldijana Bunjak, Corinna Bertling, Oliver Niebuhr, Paul Westhoff...and many more!

What a fabulous way to kick-off the new Technical University of Munich campus in Heibronn!

Predictors of parental leave support: Bad news for (big) dads and a policy for equality

Jamie Gloor

We are very pleased to share that our new paper on coworker support for parental leave is now published in Group Processes & Intergroup Relations. This article is part of a special issue on addressing gender inequality, edited by Prof. Dr. Michelle Ryan and Dr. Thekla Morgenroth.

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Although men typically benefit from widely held gender biases in employment (e.g., selection, promotion, and pay), they are often disadvantaged when it comes to work-life. This interferes with fathers' ability to care for their children, but it may also hinder women's career development, thus reinforcing traditional gender roles and sustaining challenges to balance work and family for men and women. Best practices specify that benefits should be equally available to employees, but such policies may only be effective if there is a work culture to support them. As coworkers' responses have not yet been tested, we examine for whom coworkers show the most (and least) support for parental leave (Study 1), we replicate this finding using different methods and show the process whereby employee characteristics influence coworker support for their parental leave (Study 2), and then we test a policy-based intervention to further increase equality in coworker support for parental leave (Study 3).

Gloor, J. L., Li, X., & Puhl, R. M. (2018). Predictors of parental leave support: Bad news for (big) dads and a policy for equality. Group Processes & Intergroup Relations, 21(5), 810-830. doi: 10.1177/1368430217751630

This paper's findings and implications are relevant to our current ForGenderCare project at Professor Peus' chair at TUM. You can find the full publication here.

Fix the game, not the dame: Restoring equality in leadership evaluations

Jamie Gloor

Fresh off the presses in Journal of Business Ethics:

Female leaders continue to face bias in the workplace compared to male leaders. When employees are evaluated differently because of who they are rather than how they perform, an ethical dilemma arises for leaders and organizations. Thus, bridging role congruity and social identity leadership theories, we propose that gender biases in leadership evaluations can be overcome by manipulating diversity at the team level. Across two multiple-source, multiple-wave, and randomized field experiments, we test whether team gender composition restores gender equity in leadership evaluations. In Study 1, we find that male leaders are rated as more prototypical in male-dominated groups, an advantage that is eliminated in gender-balanced groups. In Study 2, we replicate and extend this finding by showing that leader gender and team gender composition interact to predict trust in the leader via perceptions of leader prototypicality. The results show causal support for the social identity model of organizational leadership and a boundary condition of role congruity theory. Beyond moral arguments of fairness, our findings also show how, in the case of gender, team diversity can create a more level playing field for leaders. Finally, we outline the implications of our results for leaders, organizations, business ethics, and society.

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This paper was part of my dissertation, coauthored with fantastic people: Manuela Morf (Erasmus University), Samantha Paustian-Underdahl (Florida State University), and Uschi Backes-Gellner (University of Zurich).

Counterintuitive consequences of maternal leave?

Jamie Gloor

“Maybe Baby” expectations motivate employee disrespect and work withdrawal

Pregnancy is…a wonderful thing for the woman, it’s a wonderful thing for the husband, it’s certainly an inconvenience for a business. -Donald Trump, President of the United States

Main Findings
Childless working women report more disrespect (e.g., being interrupted or ignored) from colleagues and supervisors than childless men, especially in organisations that offer more maternal leave than paternal leave. These uncivil experiences at work also predict employees' career withdrawal one year later.

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Comparison to the General View of the Topic
A wealth of research has highlighted mothers’ many employment disadvantages compared to childless women and men; however, "actual motherhood is not necessary for young women to experience motherhood penalties” concludes study author Dr. Jamie L. Gloor. Although maternal leave is ostensibly intended to benefit working women (e.g., enhance their economic returns and job security), this might come at the cost of their social mistreatment. Finally, states Dr. Gloor, "targeting female leaders and professors for study or intervention is too late if women have already withdrawn at an earlier career stage."   

Data
Two waves of quantitative survey data were collected one year apart from 474 early career academics (i.e., PhD and post-doctoral students, assistant professors) from all federal and cantonal universities in Switzerland. 

Conclusion
"Maybe baby” expectations–highlighted by the organizational inconveniences that pregnancy may entail–may be another explanation for the gender gap in leadership and professorships. Thus, "to retain highly educated women in the workforce, reduce "brain drain" and turnover costs,” recommends Dr. Gloor, “parental leave should also be available to male employees."

Reference
Gloor, J. L., Li, X., Lim, S., & Feierabend, A. (in press). An inconvenient truth? Interpersonal and career consequences of "maybe baby" expectations. Journal of Vocational Behavior.*

*This paper was recently honored with the "Emerald Best Paper Based on a Dissertation Award" at the 2017 Academy of Management Conference in Atlanta, Georgia, USA, as well as being included in the 2017 Academy of Management Best Paper Proceedings. 

"Work-Life & Diversity at the University" Student Poster Session

Jamie Gloor

During our poster session on Friday, December 9th, at PLM-103/104 (Plattenstrasse 14), my 16 Master-level HRM students presented 5 empirical research projects around the topic of "Work-Life & Diversity," showcasing their original analyses using data collected from ~2,000 early career academics from all over Switzerland. 

For more info, see our flyer, handout, as well as all 5 posters here.

Harvard Features 'Fix the Game-Not the Dame'!

Jamie Gloor

I'm very excited and honored to announce that some of my ideas are getting some air thanks to Harvard and the Gender Action Portal, a curated collection of causal evidence to reduce social and economic inequality for women. I've summarized the paper below and included a link to the Harvard summary. Looking forward to your thoughts and continuing the gender equality conversation!

Fix the game, not the dame:
A team gender approach to leadership equality

Across the globe, stereotypical beliefs about good leadership are largely gendered in favor of men. That is, men are evaluated as having more leadership potential than women, and men are evaluated as better leaders than women-even when performing the same leadership behaviors. Similarly, local stereotypes typically also converge in men’s favor due to the masculinity and male majority of many managerial positions. In other words, men comprise the majority of leadership positions, a gender gap that grows with increasing hierarchy, which reinforces stereotypical beliefs about men and women’s leadership.  

However, leaders are not stand-alone actors-they can also be conceptualized as extensions of the group. For example, a CEO is also an employee of the company. If this proposition is true, then beyond leaders’ own gender or their gender match with individual followers, team members’ evaluations of their leaders may depend on how representative he or she is viewed to be of the group. Given the aforementioned gender biases, the growing numbers of women in entry-level and middle management positions, and the fact that gender is one of the most quickly recognized social categories, my colleagues and I tested this idea in 70 newly created teams of 927 students with leaders (more senior students) from business and economics in Switzerland.

Together with Professor Backes-Gellner and Dr. Manuela Morf, we randomly assigned male and female leaders to male majority (approximately 20% women) or more gender balanced (40-50% women) teams. After leaders underwent 2 days of leadership training and then spent approximately 6 hours with their teams, we asked team members to rate how exemplary their leader was, including showing the traits and behaviors of a leader. As expected, in male majority teams, both male and female team members rated male leaders as more exemplary than the female leaders. However, this effect was completely eliminated in more gender balanced teams. Importantly, there were also no differences in leaders’ own evaluations of their exemplifying a leader according to their team gender.

Thus, intervening at the local, team level can trump the more global, societal biases in the case of gender and leadership. Our findings are especially important given the lack of evidence that leadership training is effective or transfers to the workplace. Furthermore, female leaders often face social backlash for being too masculine or inauthentic when emulating more masculine leadership behaviors. If other organizational constraints prevent teams from being organized according to gender, managers should seek to incorporate the gender composition of leaders’ teams in their performance evaluations or 360 ratings. Finally, other more deep-level traits might also be important for team members’ benchmarking their leaders’ representativeness of the group over time (e.g., values).

Check it out here!

Can't stop, won't stop: now a post-doc!

Jamie Gloor

Excited and honored to join a fantastic new interdisciplinary team at the top-ranked University of St. Gallen! I'll continue my meaningful research and academic career here in Switzerland as a full-time post-doctoral fellow at the Center for Disability & Integration (CDI). Primarily, I'll be working with Professor Stephan Boehm (Organizational Behavior). Officially, I start May 1st; unofficially, we've already started the creative juices and collaborations. Stay tuned for more news about our new projects, presentations, and publications...

Feeling Bullied by Parents About Weight

Miranda Peterson

Rudd Center research published in New York Times Well Blog post by Harriet Brown: Feeling Bullied by Parents About Weight. Read Full Article Here

“There still remains the widespread perception that a little stigma can be a good thing, that it might motivate weight loss,” said Dr. Puhl, a clinical psychologist. (Medical doctors, too, fall prey to this misconception.) But research done at the Rudd Center and elsewhere has shown that even well-intentioned commentary from parents and other adults can trigger disordered eating, use of laxatives and other dangerous weight-control practices, and depression.

 Campers at Camp Shane in Ferndale, N.Y., one of two camps for overweight children that participated in a study published in Pediatrics.Credit David Ettenberg

Campers at Camp Shane in Ferndale, N.Y., one of two camps for overweight children that participated in a study published in Pediatrics.Credit David Ettenberg


Allergies, extra weight tied to bullying

Miranda Peterson

In another study, researchers from Yale University in New Haven, Connecticut, found that almost two-thirds of 361 teens enrolled in weight-loss camps had been bullied due to their size.

That likelihood increased with weight, so that the heaviest kids had almost a 100 percent chance of being bullied, Rebecca Puhl and her colleagues found. Verbal teasing was the most common form of bullying, but more than half of bullied kids reported getting taunted online or through texts and emails as well.

Read full article here.