he top of a male-dominated organization, they are often perceived to have “beat” gender biases. However, these women sometimes achieve such a position by emphasizing how they differ from their female colleagues, stimulating gender bias. These so-called “queen bees” are found to have a low gender identification, and to distance themselves or more critically evaluate their female colleagues or subordinates (Derks, Van Laar, Ellemers, & de Groot, 2011). Consistent with these results, Adebayo and Udegbe (2004) argued that as a result of this queen bee syndrome, the relationship between female supervisors and subordinates could be affected negatively. In their 2004 study, they found the female-female dyadic relationship to be of the lowest quality, compared to other dyad combinations. Furthermore, they found male supervisor-female subordinate relationships to be of the highest quality. They explain this result by the paternalism theory, that states that women are seen as children and are to be protected. This would cause male supervisors to be more lenient towards their female subordinates, creating a more supportive and thus high-quality LMX.

Gender differences

The aforementioned research literature generally implies an inaccuracy of stereotypes, as several studies show a discrepancy between evaluations and actual performance as a result of these stereotypes. However, despite the fact that they can be harmful, stereotypes can be accurate (Hall & Carter, 1999; Jussim, 2018). An example: the stereotype that women are more sensitive compared to men. Although it is inappropriate to simply confirm or disconfirm this statement, since it is rather black-or-white, there seems to be a truth to it. Gender studies have found that women are more relationship-oriented than men, and men are more task-oriented than women. This goes for both their personal life and career (Fairhurst, 1993; Varma & Stroh, 2001). Women are also belie