This research study reports that women employ fundamentally the same personal influence strategies as male managers to affect others (co-workers, supervisors, subordinates) in a work organization. Assertive behavioral strategies remain one of the few characteristics distinguishing male from female respondents. Specific recommendations for change are addressed in the conclusion.
DayD.StogdillR., “Leader Behavior of Male and Female Supervisors: A Comparative Study.”Personnel Psychology, 1972, Vol. 25, 353–360.
9.
HarraganB., Games Mother Never Taught You.N.Y.: Warner, 1977.
10.
HennigM.JardimB., The Managerial Woman, N.Y.: Doubleday (Anchor)1977.
11.
KipnisD.SchmidtS.WilkinsonI., “Interorganizational Influence Tactic: Explorations in Getting One's Way.”Journal of Applied Psychology, 1980, Vol. 65, No. 4, 440–452.
12.
McGregorD., The Professional Manager, N.Y.: McGraw-Hill, 1967.
13.
OsbornR.VicarsW., “Sex Stereotypes: An Artifact in Leader Behavior and Subordinate Satisfaction Analysis?”Academy of Management Journal, 1976, Vol. 19, No. 3, 439–449.
14.
ScheinE., “The Relationships Between Sex Role Stereotypes and Requisite Management Characteristics.”Journal of Applied Psychology, 1973, Vol. 57, No. 2, 95–100.
15.
ScheinE., “Relationships Between Sex Role Stereotypes and Requisite Management Characteristics Among Female Managers.”Journal of Applied Psychology, 1975, Vol. 60, No. 3, 340–344.
16.
WexleyK.HuntP., “Male & Female Leaders: Comparison of Performance and Behavior Patterns.”Psychological Reports, 1974, Vol. 35, 867–872.
