Dr. Madeline E. Heilman

• 
  www.washingtonpost.com/wp-dyn/content/article/2007/11/1 - [Cached Version]
  Published on: 11/12/2007    Last Visited: 11/12/2007  

  While individuals of both sexes can be cold, pushy, conniving and manipulative, those terms get attached to female leaders for no better reason than that they happen to be female leaders, said New York University organizational psychologist Madeline Heilman: "Just knowing they are successful and competent causes people to infer they have engaged in all these behaviors and to disapprove of them."
  
  In the simplest experimental demonstration of the phenomenon, Heilman recently asked a group of volunteers to evaluate two leaders, a man and a woman.She devised two descriptions of executives with roughly similar qualifications.
  
  Without the volunteers' knowledge, Heilman regularly interchanged the names of the leaders in the descriptions.
  ...
  But in a twist that may well have a bearing on Clinton's campaign, Heilman proved that the reason people see a highly competent woman as less likable than a man with precisely the same qualifications is that such women are automatically perceived to have lost their feminine, caring side.
  
  When Heilman added elements to her descriptions that showed James and Andrea were especially warm and caring people, the psychological bias disappeared entirely.

• 
  www.thenationalforum.org/CtdEfforts/News/WomenInScience - [Cached Version]
  Published on: 12/19/2006    Last Visited: 5/30/2007  

  Another speaker at the Columbia conference, Madeline Heilman, a psychologist at New York University , said clear and explicit evaluation criteria are essential.
  
  Even today, Dr. Heilman said, the idea that women are somehow unsuited to science is widespread and tenacious.Because people judge others in terms of these unconscious prejudices, she said, the same behavior that would suggest a man is collaborative, judicious or flexible would mark a woman as needy, timid or flighty.
  
  And because science is still widely viewed as "a male arena," she said, a woman who succeeds may be viewed as "selfish, manipulative, bitter, untrustworthy, conniving and cold."
  
  "Women in science are in a double bind," Dr. Heilman said."When not clearly successful, they are presumed to be incompetent.When they are successful, they are not liked."
  
  Women do better, she said, in environments where they are judged on grants obtained, prizes won, findings cited by other experts, or other explicit criteria, rather than on whether they are, say, "cutting edge.""There has to be very little room for ambiguity," Dr. Heilman said.

• 
  www.psychologicalscience.org/fellows - [Cached Version]
  Published on: 3/9/2007    Last Visited: 3/9/2007  

  Madeline Heilman, New York University

• 
  womensrightsny.com/blawg/archive/2006/12/women_in_scien - [Cached Version]
  Last Visited: 12/29/2007  

  Another speaker at the Columbia conference, Madeline Heilman, a psychologist at New York University, said clear and explicit evaluation criteria are essential.
  
  Even today, Dr. Heilman said, the idea that women are somehow unsuited to science is widespread and tenacious.Because people judge others in terms of these unconscious prejudices, she said, the same behavior that would suggest a man is collaborative, judicious or flexible would mark a woman as needy, timid or flighty.
  
  And because science is still widely viewed as "a male arena," she said, a woman who succeeds may be viewed as "selfish, manipulative, bitter, untrustworthy, conniving and cold."
  
  "Women in science are in a double bind," Dr. Heilman said."When not clearly successful, they are presumed to be incompetent.When they are successful, they are not liked."
  
  Women do better, she said, in environments where they are judged on grants obtained, prizes won, findings cited by other experts, or other explicit criteria, rather than on whether they are, say, "cutting edge.""There has to be very little room for ambiguity," Dr. Heilman said.

• 
  anitaborg.org/news/archive/wp1-31-2005/ - [Cached Version]
  Published on: 1/31/2005    Last Visited: 11/16/2007  

  Take, for example, a study published last year by New York University professor Madeline Heilman and her colleagues.
  ...
  The result of the experiment by Heilman and colleagues is typical of other research: Both men and women give men the benefit of the competence doubt.

• 
  www.springboardenterprises.org/press/Fall2007_newslette - [Cached Version]
  Published on: 10/1/2007    Last Visited: 2/6/2008  

  The article went on to reference a study conducted by NYU Professor Madeline Heilman and published in the Journal of Applied Psychology, (very similar to the study by Wash Univ. of St Louis professor Judi MacLean Parks re: investor reactions to women-led deals), who asked a group to evaluate two leaders with similar qualifications, one a man and one a woman.She regularly interchanged the names of the leaders in the descriptions and then asked 2 questions: which leader seemed less likable and which they would prefer to be their boss.Nearly ¾ said the woman was less likeable and most chose the man as the boss.
  
  Both women and men in the groups exhibited the same bias. BUT in a twist, Heilman proved that when she added elements to her descriptions that showed the two as especially warm and caring people, the bias disappeared entirely and both the men and women said they would be happy to have either of the two leaders as their boss.Food for Thought!

• 
  www.futurevisions.org/ldr_women.htm - [Cached Version]
  Last Visited: 12/18/2007  

  As the psychologist Madeline Heilman writes, "Even when she produces the identical product as a man, a woman's work is often regarded as inferior" because often "women's achievements are viewed in a way that is consistent with stereotype-based negative performance expectations, and their work is devalued simply because they are women.' A woman may be told that she hasn't been promoted for vague reasons-she "needs more seasoning," "just isn't ready yet," or "needs to be a better team player."The woman may suspect that she has been unfairly evaluated, but because the criteria for evaluation are ambiguous, she can't prove it.She may conclude that something about her behavior has put her in the wrong-and that what put her in the wrong was asking to be promoted in the first place.This may make her reluctant to actively pursue advancement in the future.
  
  Other research shows that responses to women may be especially distorted by negative stereotypes when they work in areas in which there are few other women.Rosabeth Moss Kanter, in her influential 1977 book Men and Women of the Corporation, demonstrated that when women are tokens (when there aren't many of them around) their personal characteristics are more likely to be seen as similar to negative stereotypes about women's characteristics.
  
  In a 1980 study, Madeline Heilman confirmed this finding by asking a group of MBAs to rate potential applicants for a hypothetical job.When less than 25 percent of the applicant pool was female, the MBAs rated female applicants lower (and also perceived them as more stereotypically feminine) than they did when larger percentages of the pool were female-showing that women are more likely to be devalued when their numbers are relatively small.
  
  This means that the higher a woman rises in an organization, the more likely she is to encounter stereotyped responses to her behavior-because there don't tend to be many women at the higher levels of most organizations.

• 
  Addresses of Doctoral Programs in I-O Psychology - [Cached Version]
  Published on: 11/17/2000    Last Visited: 3/2/2001  

  Dr. Madeline Heilman , ChairDept of PsychologyNew York Univ6 Washington Pl. , Rm 550New York , NY 10003Phone : ( 212 ) 998-7813Fax : ( 212 ) 995-4826
  ...
  Program Chair : Dr. Madeline HeilmanPhone : ( 212 ) 998-7813Email : mh@xp.psyc.nyu.edu
  
  State University of New York , AlbanyAddress :

• 
  Addresses of Doctoral Programs in I-O Psychology - [Cached Version]
  Published on: 7/19/2000    Last Visited: 9/12/2002  

  Dr. Madeline Heilman, ChairDept of Psychology
  ...
  Program Chair: Dr. Madeline HeilmanPhone: (212) 998-7813Email: mh@xp.psyc.nyu.edu

• 
  Amherst Times - WOMEN IN SCIENCE: THE BATTLE MOVES TO... - [Cached Version]
  Published on: 12/19/2006    Last Visited: 2/1/2007  

  Another speaker at the Columbia conference, Madeline Heilman, a psychologist at New York University, said clear and explicit evaluation criteria are essential. Even today, Dr. Heilman said, the idea that women are somehow unsuited to science is widespread and tenacious.Because people judge others in terms of these unconscious prejudices, she said, the same behavior that would suggest a man is collaborative, judicious or flexible would mark a woman as needy, timid or flighty.And because science is still widely viewed as "a male arena," she said, a woman who succeeds may be viewed as "selfish, manipulative, bitter, untrustworthy, conniving and cold.""Women in science are in a double bind," Dr. Heilman said."When not clearly successful, they are presumed to be incompetent.When they are successful, they are not liked."Women do better, she said, in environments where they are judged on grants obtained, prizes won, findings cited by other experts, or other explicit criteria, rather than on whether they are, say, "cutting edge.""There has to be very little room for ambiguity," Dr. Heilman said.

Page:  1 2 3