Introduction Dual strategy frameworks of motivation to lead differentiate Dominance motivations, which leverage fear and control to gain power and status, from Prestige motivations, which rely on re...

The Psychology Department in the School of Philosophy, Psychology and Language Sciences are seeking a full time, fixed term Post-Doctoral Research Associate. This post is available from 1st of Septemb...

Not with a bang but with a whimper

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In the United States, children typically learn about genetics during adolescence, despite early misconceptions about parental resemblance. This study explores whether U.S. 7- and 8-year-olds can co...

Despite decades of progress, gender inequalities in workplace authority and compensation persist. This review reveals recent advances in understanding how gendered careers emerge through three psychological mechanisms prevalent in organizations: (i) intrapersonal gender biases, (ii) interpersonal power dynamics, and (iii) intergroup gender relations. Because power is perceived as masculine, women in authority face systematic backlash. While status offers women an alternative leadership route, it proves less valuable than power – lacking resource control and requiring constant social validation rather than conferring formal authority. We suggest that mindsets about human malleability moderate these dynamics: fixed mindsets amplify stereotyping and power-based challenges for women leaders, while growth mindsets attenuate barriers. Our framework aims to illuminate gender disparities and to suggest promising intervention pathways.