Current research on female membership in mixed groups often reports
mixed findings regarding female effectiveness. Some studies of male-
female leadership styles, for example, report no difference, some studies
show a strong preference for male characteristics in a leader, and some
studies find a complex interaction of variables when male-female styles
are compared. Although norms, roles, stereotypes, and society itself
appear to be in a state of flux, recent findings also imply positive
suggestions for improving the quality and quantity of female interac
tion in mixed groups. The research implications reported here may be
divided into three categories that may be used as a framework to
develop management training curricula for women.
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