Faculty Research Lunch - Laura Kray and Margaret Lee

Seminar | February 11 | 12-1 p.m. | Haas School of Business, N540/N544

 Laura Kray, Professor, Berkeley Haas; Margaret Lee, London Business School

 Center for Equity, Gender, and Leadership

The Center for Equity, Gender, and Leadership is ​pleased​ to announce a new ​research seminar promoting the work of our EGAL Faculty Director, Laura Kray and EGAL Postdoctoral Fellow, Margaret Lee on Monday, February 11 from 12:00-1:00pm in N540/N544.​ Lunch will be provided.

Register here: https://www.eventbrite.com/e/faculty-research-seminar-laura-kray-margaret-lee-tickets-55737863450

Abstract: ​Negotiations have been proposed as an explanation for why gender differences exist in the workplace, with particular attention on the tendency for women to negotiate less often and less successfully to explain why a gap exists in wages and promotions between women and men. The phrase “women don’t ask,” popularized by the book of the same title, implies that women are selling themselves short by avoiding opportunities to negotiate for higher pay and better opportunities. We propose instead that research on gender and negotiations can benefit from exploring the effects of gender stereotypes about leaders and negotiators, as well as structural aspects of organizations influencing compensation differences between men and women. Research on gender and negotiations should expand away from this focus on “women don’t ask” for a few reasons. First, the belief that women are deficient negotiators might be stronger than is warranted and may put the onus disproportionately and unfairly on women to fix the gender disparity in compensation. Second, the problem perhaps no longer lies in women not asking, but rather that while women do ask, they don’t get. In support of this perspective, we present archival data measuring compensation among N = 1,856 alumni of a highly-ranked MBA program designed to prepare men and women equivalently for leadership positions. Controlling for a number of personal and job characteristics, we find that men lead larger teams than women and that this difference corresponds with greater compensation for male compared to female graduates. We present ongoing experimental work suggesting that a gender stereotype exists linking men with larger teams and argue that this stereotype provides a justification that preserves the status quo with respect to the gender wage gap.