Examining the impact of co-workers’ sexism on citizenship behaviors and performance outcomes: the moderating role of leaders’ gender

Purpose - This study aims to examine the impact of coworkers’ sexist views on individual citizenship behaviors and performance outcomes and explores how this relationship is affected by the presence of female managers. Design/methodology/approach - Drawing on diversity management literature and gendered organizational theory, the study analyzes data from 2,166 employees and 141 store managers in an international fast-food chain as well as archival work-unit-level information on performance. Findings - The results support the hypothesis that peers’ sexist views are negatively associated with employees’ citizenship behavior and performance outcomes. Work units with members holding such views are less likely to achieve performance goals, and individuals who work with peers who hold gender inequality views are less likely to engage in citizenship behaviors. This relationship is particularly pronounced in units managed by male managers. Research limitations/implications - Our study recognizes the complex and multifaceted nature of gender dynamics in organizations and provides insights into the ways in which these dynamics impact organizational outcomes. Practical implications - The study’s findings have significant implications for organizational policies and practices, specifically in terms of promoting gender equality and fostering more inclusive work environments through well-designed interventions. Originality/value - This study is grounded in the gendered organizational theory, which highlights the interplay between gender, gender views and the relational dynamics of psychological, cultural and social dimensions operated within organizations. By examining how gender inequality views among coworkers affect perceived support, citizenship behaviors and performance outcomes, we contribute to the growing body of research in this area.