IN CASE OF EMERGENCY BREAK GLASS: HOW CRISES PROPEL WOMEN TO POLITICAL LEADERSHIP AND SHIFT GENDER NORMS

Abstract

Although women’s representation in government continues to increase over time, only five countries have achieved gender parity in their legislatures at the time of this writing. A large body of literature illustrates the many bottlenecks woman face on their path to power, beginning before even deciding to run for office, and continuing after they are elected. This dissertation contributes to this literature by examining one particular event that can serve as another potential chokepoint, but can also provide an opportunity for women to be viewed more favorably: crisis. I develop a theory that during times of economic, political, or other type of crisis, women have a unique set of attributes that make them more favorable to lead than their male counterparts. First, because women face gendered barriers to holding office, they must be on average higher quality candidates in order to win elections at the same rate as men. Second, because women who have achieved office are still usually excluded from the inner circles of male power, they are most likely unassociated with the cause of the predicament. Because of these attributes of hyper-competence and independence, women are preferentially selected or elected to lead during times of crisis. I demonstrate this theory with observational evidence derived from original interviews with elected officials, journalists, and voters in the United Kingdom and Turks and Caicos, two countries that saw women rise to executive positions following crisis. I then test this theory with an original survey experiment, showing that, conditional on crisis, citizens do prefer female leaders. I provide suggestive evidence that this preference is due to women’s perceived higher level of competence. This preference for female leaders is especially strong among individuals who express greater support for gender equality. I also show preliminary evidence that the relationship between women leaders and gender equality is reciprocal: female authority figures can induce stronger expressions of support for gender equality and women’s rights. Taken together, the theory and empirical analyses advance our understanding of the promise and limitations of crisis to “fast-track” both women’s concrete political representation, and public attitudes towards women’s rights and empowerment.