Effects of leader sex,subordinate sex,and subordinate performance on the use of influence strategies

The study examined the effects of leader sex, subordinate sex, and subordinate performance on leaders' use of influence strategies. Forty-two male and 42 female engineering undergraduates participated in role-playing situations. Relative to females, males reported a greater likelihood of using such influence strategies as negative sanction, assertiveness, reward, and exchange. In general, subjects tended to employ more of negative sanction and assertiveness and less of reward and exchange when dealing with poorly performing subordinates than with well-performing subordinates. While the subordinate sex had little impact, few interactions were noted. Implications of these findings both for those in leadership roles and for future research are discussed.An earlier version of this paper was presented at the Australian Bicentennial Meeting of Social Psychologists at Leura Bluemountains, Australia, August 1988. I thank Managal Dev, S. Pal, A. K. Tripathi, and Sanjay Tripathi for their help in collecting the data. I also extend my gratitude to an anonymous reviewer, and to Bijoy Boruah and Kanika Tandon for helpful comments.     

Is Transformational Leadership Always Perceived as Effective? Male Subordinates' Devaluation of Female Transformational Leaders1

This study investigated the impact of the gender composition of the leader–subordinate dyad on the relationship between leaders' transformational leadership behavior and their subordinates' ratings of the leaders' effectiveness. There were 109 dyads of leaders (58 male, 51 female) paired with a subordinate who was either the same or a different gender from themselves. The relationship between a leader's self‐report on transformational leadership and their subordinates' evaluation of their performance was significantly less positive for female leaders with male subordinates than for female leaders with female subordinates. The male and female subordinates of male leaders rated their performance as equally effective, regardless of their levels of transformational leadership.     

领导者性别身份的评价差异：基于内隐领导理论的实证分析

本研究基于内隐领导理论,运用配对问卷法,探究领导者性别身份的三种评价差异：自我评价与下属评价的差异,男性领导与女性领导的下属评价差异,男性下属与女性下属的评价差异。结果显示,与领导者自评的性别身份相比,下属易高估领导者的男性化;且下属评价男性领导的男性化显著高于女性化,而评价女性领导时两者并不存在显著差异。此外,男性下属对领导男性化的评价高于女性下属的评价。     

Why good job performance may (not) be rewarded: Sex Factors and Career Development

An experiment tested the effects of three sex variables on managerial career evaluations. The variables were sex of evaluator, sex of manager (evaluatee), and predominate sex of manager's subordinates. Each subject evaluated four managers, one in each possible combination of the last two independent variables, in an “in basket” format. All four situations included comparable managerial performance data. Subjects evaluated each manager in terms of size of a deserved salary increase, probable performance if promoted, promotability, and probability of attaining 5-year tenure. There were no differences in evaluations between male and female evaluators. Manager's sex and predominate subordinate sex frequently interacted. The interactions were interpreted as a sex-matching bias which can inappropriately benefit managers of opposite sex subordinates and hinder careers of managers with subordinates of their own sex.     

Punishment Without Cause: Regression and the Effects of Leader Attribution Errors1

Kahneman and Tversky (1973) observed that failure to understand simple regression to the mean could cause leaders to falsely learn that punishment was more effective than reward in shaping subordinate performance. This fundamental hypothesis and other attribution theory hypotheses were tested in a field experiment in which subordinate performance was entirely random. The basic hypothesis was partially supported, but leader belief about subordinate ability was found to moderate leader reinforcement behavior. Leaders who believed that their subordinates had high ability subjected them to increasing amounts of punishment over time, while reward amounts remained relatively unchanged. The opposite pattern was evident but not statistically significant for leaden who believed that their subordinates were of low ability. Rewards were decreased over time, while punishments were left unchanged.     

Females in charge: Effects of sex of subordinate and romantic attachment status upon self-ratings of dominance

Female, male, and mixed-sex dyads in which one member was assigned the leader role interacted and rated their own dominance throughout the interaction. The effects of gender and romantic attachment status (whether one has an exclusive dating partner or is “unattached” and free to go out with someone new) upon these self-ratings of dominance within the interaction were examined. The results showed that both leaders and subordinates perceived female leaders to be less dominant than male leaders. In addition, members of mixed-sex pairs rated themselves as less dominant than did those in same-sex pairs. Female leaders paired with males rated themselves least dominant and unattached female leaders interacting with males rated themselves least dominant of all. Female subordinates rated themselves as less dominant when with male leaders than when with female leaders, while the effect of the gender of the leader was insignificant for male subordinates. The results are discussed as evidence of a role conflict created by the contradictory roles of “dominant” leader and “subordinate” female, roles described by the sex role stereotypes prevalent in our culture.     

Equity vs equality: Sex differences in leadership

The present study investigated differences between male and female leaders' responses to poorly performing subordinates. Ninety-four male and 94 female leaders were presented with a vignette describing an incident of poor performance that occurred in a distribution center. The subordinate in the vignette was either male or female, likable or dislikable, and performed poorly due to internal or external factors. Leaders studied the vignette and then rated the appropriateness of a series of corrective actions. Analyses indicated that the corrective actions of female leaders were more affected by the likableness and sex of the subordinate than were the corrective actions of male leaders. The results support the proposition that male leaders tend to respond to subordinates based upon a norm of equity, while female leaders respond to subordinates based upon a combination of equity and equality. Implications of the findings for management training and organizational effectiveness are discussed.     

Situational moderators of leader reward and punishment behaviors: fact or fiction?

One assumption shared by many contemporary models of leadership is that situational variables moderate the relationships between leader behaviors and subordinate responses. Recently, however, R. J. House and J. L. Baetz (1979 in B. Staw & L. Cummings, Eds., Research in Organizational Behavior (Vol. 1), Greenwich, Connecticut, JAI Press) have suggested that the effects of some leader traits and behaviors may be relatively invariant; that is, have the same effects in a variety of situations. One possible class of leader behaviors which may have relatively consistent effects across situations are those known as leader reward and punishment behaviors. The first goal of the research reported here was to increase our understanding of the relationships between leader contingent and noncontingent reward and punishment behaviors and subordinate responses. Contingent reward behavior was found to have the most pronounced relationships with subordinate performance and satisfaction, followed by noncontingent punishment behavior. Neither leader noncontingent reward nor contingent punishment behavior were found to be related to either subordinate performance or satisfaction, with the exception that noncontingent reward behavior was negatively related to subordinates' satisfaction with work. The second goal of the research was to examine the effects of a variety of potential moderators on the relationships between leader reward and punishment behaviors and subordinate responses. The results of this study suggest that the relationships between leader reward and punishment behaviors and subordinates' performance are relatively free of moderating effects.     

Masculinity,status, and subordination: Why working for a gender stereotype violator causes men to lose status

Occupying gender stereotype-incongruent roles can lead individuals to lose status and earn a lower salary. The present research examined whether merely working for a supervisor in a gender-atypical occupational role leads a subordinate to lose status. Two studies found that male subordinates of gender deviants (i.e., a female supervisor in a masculine domain or a male supervisor in a feminine domain) were accorded lower status and were paid less than male subordinates of supervisors in gender-congruent roles (i.e., a female supervisor in a feminine domain or a male supervisor in a masculine domain). However, the status of female subordinates was unaffected by working for a gender atypical supervisor. Moreover, the status loss for male subordinates was mediated by a perceived lack of masculinity. Thus, establishing the male subordinate's masculine credentials eliminated the bias.     

Gender makes the difference: The moderating role of leader gender on the relationship between leadership styles and subordinate performance

Using a predominantly male research and development (R&D) sample and a predominantly female customer service personnel sample, we investigated how authoritarian and benevolent leadership styles interact with leader gender to influence subordinate performance (i.e., task performance, citizenship behavior, and creativity). Our research extends role congruity theory (Eagly & Karau, 2002) by adopting  and  attribution principles to offer a more comprehensive framework for explaining how leader gender affects the impact of leadership styles on subordinate performance. Our results suggest that the negative relationship between authoritarian leadership and subordinate performance is stronger for female than for male leaders and that the positive relationship between benevolent leadership and subordinate performance is stronger for male than for female leaders. Accordingly, in addition to leaders’ engaging in gender-role congruent behaviors, a useful strategy is to adopt behaviors that are perceived as a positive deviation from their gender role.     

Organizational communication,performance, and job satisfaction as a function of ethnicity and sex

Regression analysis was used to examine simultaneously the effects of supervisors' and subordinates' ethnicity and sex on organizational communication, supervisory-rated performance, and job satisfaction. The study indicates that female subordinates differentially perceive organizational communication. It also identifies interactions between the sex of the supervisor and subordinate on communication and between the ethnicity of the superior and subordinate on supervisory-rated performance. There were limited impacts of sex and ethnicity on job satisfaction.     

Sex of leader,leader behavior,and subordinate satisfaction

A 2×2×2 factorial design was employed to examine the influence of instructed leadership style, sex of leader, and sex of followers on leader behavior, subordinate satisfaction, and productivity in a simple task. In general, male and female leaders were equally able and equally willing to display autocratic and democratic leadership styles if so instructed. Similarly, leader sex did not have a significant influence on subordinate satisfaction or productivity either by itself or in interaction with leadership style or follower sex.     

Sex of Supervisor, Sex of Subordinate, and Subordinate Job Satisfaction

It was hypothesized in the present research that there would be significant differences in the job satisfaction of subordinates depending upon the interaction between their sex and the sex of their supervisors. Using job satisfaction data from 139 employees, it was found that: (a) female subordinates supervised by male supervisors were less satisfied with supervision than those supervised by women, (b) females working under males reported a lower level of satisfaction with their co-workers than females supervised by females or males supervised by males, and (c) women who had female supervisors indicated a higher level of satisfaction with their work than men with male supervisors. Contrary to traditional stereotypes of women supervisors, the results suggested that these stereotypes might not be important in long-term, real-world situations.     

Employee reactions to supervision and work evaluation as a function of subordinate and manager sex

The influence of sex of manager and sex of subordinate on subordinates' reactions to supervision and work evaluation was examined. Attitude data from 463 office employees were analyzed within an ANOVA framework. There were 296 female subordinates and 35 male subordinates working under women managers and 111 female subordinates and 21 males subordinates working under men managers. The hypothesized interaction effect for sex of manager and sex of subordinate on reactions to supervision and work evaluation was supported in only one of four tests. Male subordinates working for male managers were least likely to understand how their performance was evaluated. There were no significant results when subordinate ratings of general supervision, performance ratings, and manager favoritism were used as dependent variables. The results are discussed in terms of sex-role stereotypes and actual job behaviors of men and women managers.     

Effects of Leader Style, Leader Sex, and Subordinate Personality on Leader Evaluations and Future Subordinate Motivation

Past research has shown that when leader styles were dichotomized as autocratic versus democratic, female leaders were evaluated more harshly for using autocratic styles than their male counterparts (Eagly, Makhijani, & Klonsky, 1992). The present study investigated whether or not the personality characteristic of Agreeableness interacted with leader gender and leader style (autocratic versus democratic) to affect subordinate reactions to the leader. A 2 (autocratic versus democratic leader style) × 2 (male versus female leader) × 2 (high versus low subordinate Agreeableness) factorial design was used with leader evaluation, future effort, and future interest as dependent variables. A three-way interaction was predicted for these variables such that leaders would be penalized most for behavior that was inconsistent with gender roles by participants low in agreeableness. Participants were 165 undergraduates at a large midwestern urban university. Results generally supported the hypothesized three-way interaction for the effort and interest variables. Overall, the results partially supported the notion that disagreeable participants would rate gender inconsistent behavior more harshly.     

The effects of leader illegitimacy on leaders' and subordinates' responses to relinquishing power decisions

This research examined how leader illegitimacy affects leaders' and subordinates' responses to relinquishing power decisions. The processes underlying responses to leader illegitimacy and relinquishing power were also examined. Across four studies, participants were placed in leader roles (Studies 1a/1b) or subordinate roles (Studies 2a/2b) in an online competition. In Studies 1a/1b, participants assigned a leadership role learned, via a leadership skills test, that their leadership was illegitimate or legitimate. By contrast, in Studies 2a/2b, participants assigned a subordinate role were confronted with either an illegitimate leader who retained their power after performing poorly or a legitimate leader who received the leader role after a poor‐performing leader had relinquished their power. Results demonstrated that leaders who felt they did not belong in their leadership role relinquished more power when their leadership was illegitimate (vs. legitimate) and subordinates who felt less in control and greater anger supported illegitimate (vs. legitimate) leaders less.     

A LONGITUDINAL STUDY OF LEADER REWARD BEHAVIOR, SUBORDINATE EXPECTANCIES, AND SATISFACTION

Positive and punitive leader reward behavior and their longitudinal relationships with subordinate expectancies and satisfaction were studied in a large manufacturing organization. Longitudinal data were collected approximately one year apart from 132 managerial, engineering and supervisory employees. Cross-lagged correlations suggested that positive leader reward behavior was causally related to higher effort-to-performance expectancy, as well as higher satisfaction with work, opportunities for promotion and overall satisfaction. Punitive leader reward behavior was suggested to be causally related to lower satisfaction with work, supervision and overall satisfaction. Implications were discussed for the use of leader reward behavior and for future research.     

Cooptation and Coalition Mobilization1

The question addressed by this research was, “When structural circumstances make revolutionary action likely, under what conditions will a cooptation strategy prevent subordinate revolts?” Experimental procedures established a group status hierarchy consisting of a leader and two subordinates. Groups earned collective outcomes, and the leader usurped an inequitable portion of these outcomes. In this context, the first experiment shows that a cooptation strategy (i.e., offer of a promotion to one of two subordinates) inhibits subordinate revolts. Two additional experiments indicate that the cooptation strategy is most effective (a) if the offer (strategy) provides the target of cooptation a source of personal gain; (b) if theoffer (strategy) is a result of the leader's own volition, rather than situational constraints; and (c) if the leader converys a strong commitment to follow through on the promotion offer. The results are interpreted with reference to subjective-expected-utility and reciprocity theories.