Double Jeopardy: What is Mentorship and Diversity-Valuing on Perceived Competence?
Abstract
Previous research has found that female managers and those who might benefit from diversity initiatives receive lower perceived competence ratings when they engage in activities that support or value diversity. Theoretically, this is supported by the role congruity theory, expectation states theory, and stereotype content model. This study sought to replicate these findings in the context of highly competent non-managerial employees and to examine the impact of mentorship on perceived competence ratings. The demerit to perceived competence from gender and using one’s voice to support diversity was not replicated in this study. However, mentorship had a modest positive effect on perceived competence of employees regardless of gender or whether they overtly valued diversity. This study has implications for the types of mentors that can vouch for mentees, and the impact of study design and measures of perceived competence.