Attracting and Developing Diverse Talents

"Human communities depend upon a diversity of talent not a singular conception of ability."
Sir Ken Robinson

In this research area, we aim to create novel insights on how organizations can attract, select, and develop talents in all their diversity. Currently, our research focus lies on women, particularly in leadership and the male-dominated STEM fields (science, technology, engineering, and mathematics). We investigate the role of gender stereotypes in recruitment and selection, such as effects of gender-fair (vs. biased, male-stereotyped) language in job advertisements and its influence on applicants’ intent to apply and evaluators’ fit perceptions in the recruitment process. Furthermore, to unfold their full potential, selected talents in all their diversity need to find fair framework conditions in organizations. We investigate e.g., the role of gender stereotypes and related biases in influencing perceptions and evaluations of male and female leaders and their leader behavior.

Leads
Regina Dutz, M.Sc.

Projects & Research Groups
FührMINT
FührMINT II
ForGenderCare

Key Publications

Dutz, R., Hubner, S., & Peus C. (2022). When agency “fits” regardless of gender: Perceptions of applicant fit when job and organization signal male stereotypes. Personnel Psychology75(2), p. 441-483. https://doi.org/10.1111/peps.12470

Hentschel, T., Braun, S., Peus, C., & Frey, D. (2021). Sounds like a fit! Wording in recruitment advertisements and recruiter gender affect women's pursuit of career development programs via anticipated belongingness. Human Resource Management, 60(4), 581-602. doi:10.1002/hrm.22043

Hentschel T., Heilman, M. & Peus, C. (2019). The multiple dimensions of gender stereotypes: A current look at men’s and women’s characterizations of others and themselves. Frontiers in Psychology10(11). doi:10.3389/fpsyg.2019.00011.

Braun, S., Peus, C., & Frey, D. (2018). Connectionism in action: Exploring the links between leader prototypes, leader gender, and perceptions of authentic leadership. Organizational Behavior and Human Decision Processes, 149, 129-144. doi:10.1016/j.obhdp.2018.10.003

Hentschel, T., Braun, S., Peus, C., & Frey, D. (2018). The communality-bonus effect for male transformational leaders – leadership style, gender, and promotability. European Journal of Work and Organizational Psychology, 27(1), 112-125. doi:10.1080/1359432X.2017.1402759

Knipfer, K., Shaughnessy, B., Hentschel, T., & Schmid, E. (2017). Unlocking women’s leadership potential: A curricular example for developing female leaders in academia. Journal of Management Education, 41(2), 272–302.

Rehbock, S., Horvath, L.K., & Hentschel, T. (2017). Geschlechtergerechtes Talentmanagement in der Wissenschaft [Gender-fair talent management in academia]. Personal- und Organisationsentwicklung in Einrichtungen der Lehre und Forschung, 1/2017, 19-25.

Peus, C., Braun, S., & Knipfer, K. (2015). On becoming a leader in Asia and America: Empirical evidence from women managers. The Leadership Quarterly, 26(1), 55-67. doi:10.1016/j.leaqua.2014.08.004

Peus, C., Braun, S., Hentschel, T., & Frey, D. (Hrsg.) (2015). Personalauswahl in der Wissenschaft - Evidenzbasierte Methoden und Impulse für die Praxis [Personnel Selection in Academia - Evidence-based Methods and Impulses for Practicioners]. Heidelberg: Springer

Peus, C. (2011). Money over man versus caring and compassion? Challenges for today's organizations and their leaders. Journal of Organizational Behavior 32(7), p. 955-960. doi: 10.1002/job.751