Browsing by Author "Lee, Jaeeun"

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    Is Feminist Identity Beneficial for Women's Career Aspirations? Examining Feminist Identity Profiles
    (2020) Lee, Jaeeun; Wessel, Jennifer; Psychology; Digital Repository at the University of Maryland; University of Maryland (College Park, Md.)
    Sexism harms women’s career aspirations by emphasizing domestic responsibilities over career competence. Having a feminist identity, however, has been shown to buffer against certain negative effects linked to sexism. The present study uses a person-centered approach to identify profiles of feminist identity based on feminist attitudes, private feminist identification, and public feminist identification and examines how the identified profiles are differentially associated with career aspirations, anticipated family-interference-with-work, and willingness to compromise career for family among women. Three profiles of feminist identity (egalitarian, private feminist, public feminist) emerged from responses from 282 female undergraduate and graduate students (Mage = 20.47). Results showed that public feminists and private feminists were less willing to compromise career for family than women who reject the feminist label despite holding feminist attitudes (i.e., egalitarians). Moreover, public feminists reported higher career aspirations than both private feminists and egalitarians. Limitations and implications of these findings are discussed.
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    The Role of Accent on East Asians’ Leadership
    (2022) Lee, Jaeeun; Wessel, Jennifer; Psychology; Digital Repository at the University of Maryland; University of Maryland (College Park, Md.)
    Not only do leaders influence followers, but followers also play a vital role in shaping leadership. Through two studies, I examined whether East Asian leaders with a foreign accent would be less respected by their followers than those without an accent. Additionally, I studied whether receiving respect from followers would affect foreign-accented East Asians’ leadership. In an experimental study (N = 150), I found that a foreign-accented East Asian leader was perceived as less effective and relatively poor at facilitating followers to cooperate toward a group goal than an East Asian leader without an accent. As a result, a foreign-accented East Asian leader was perceived as having less legitimate power to influence others. In Study 2 (N = 181), I surveyed actual leaders and found that foreign-accented East Asian leaders perceived less respect from followers than non-accented East Asian leaders and White leaders with and without a foreign accent. Moreover, foreign-accented East Asian leaders reported significantly more negative leader outcomes (leader identity strength and leadership self-efficacy) than foreign-accented and non-accented White leaders. These findings suggest that difficulties foreign-accented East Asian leaders face in the workplace may not be illuminated if the focus is only on race.