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.     

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.     

Supervisory Abuse of High Performers: A Social Comparison Perspective

Prior research linking employee performance to abusive supervision suggests that supervisors have instrumental and non-instrumental reasons for engaging in abuse while dealing with low performers in the workplace. Drawing on social comparison theory, we argue that high-performing subordinates can make supervisors envious, which in turn leads to abusive supervisory behavior. Furthermore, we hypothesize supervisor social comparison orientation as a key boundary condition for the indirect positive effect of subordinate performance on abusive supervision through supervisor envy; that is, supervisors are more likely to abuse high performers when the supervisors’ social comparison orientation is high. A multi-source, multi-wave field study was conducted with data collected from supervisor-subordinate dyads (N = 95 supervisors and 385 subordinates). The data supported a positive indirect effect of employee performance on abusive supervision through supervisor envy. Moreover, the indirect effect was statistically significant for supervisors with high social comparison orientation but it was not significant for supervisors with low social comparison orientation. Implications of these findings for reducing abusive supervision are discussed.     

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.     

管理者大五人格与心理契约违背对辱虐管理的影响:基于特质激发理论的实证分析

基于特质激发理论探讨管理者人格特质和心理契约违背对实施辱虐管理的影响,并进一步分析了管理者人格特质与心理契约违背之间的交互作用对辱虐管理的影响。以213份两轮时点的配对问卷为样本,通过多元线性回归方法进行实证检验,结果表明:(1)管理者的亲和力对辱虐管理有显著的负向作用,而神经质则对辱虐管理有显著的正向作用;(2)管理者心理契约违背对辱虐管理有显著的正向影响;(3)心理契约违背不但调节了管理者亲和力与辱虐管理之间的负向联系,还调节了神经质与辱虐管理之间的正向联系。     

Sex differences in aggression: Are current notions misleading?

Studied experimentally the influence of norms and sex of subjects on aggressive behaviour in same sex dyads. Two hypotheses were tested: (1) subjects will react aggressively to an unpleasant state of affairs, if they interpret it as being the result of violation of a norm on the part of another; (2) female subjects will display more aggression than male subjects under conditions of repeated provocation while male subjects will be more aggressive under conditions of infrequent or no provocation. In a 2 × 2 × 2 complete factorial design (norm violation versus norm enforcement; male versus female; low versus high reward for performance) 20 same sex pairs of students performed alternatively a sensory-motor task (victim) and a shock delivery task (aggressor). As predicted, subjects who consider other's behaviour to be a norm violation aggress more often (p <.0001). A significant interaction between sex of subject and norm violation is found in support for the second hypothesis (p <.05). It is concluded that positions grounded on the S-R paradigm are misleading for the understanding of sex differences in aggression.     

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.     

Trust differences between supervisors and subordinates: Examining the role of race and gender

This study examined trust differences between supervisor and subordinate dyads that differ in race or gender as well as in dyads that were similar. The results of 301 (the sample consisted of 241 whites and 41 blacks, 216 were women and 86 were men) respondents indicated gender and race do affect trust. More specifically, the highest level of trust was found between female subordinates reporting to male supervisors. It was also found that whites reporting to whites perceived significantly less trust than blacks reporting to blacks, but significantly greater trust than whites reporting to blacks. The results also indicated that whites reporting to blacks and blacks reporting to whites perceive significantly less trust than blacks reporting to blacks. A discussion of these results is also included.     

Ask and you might receive: The actor–partner interdependence model approach to estimating cultural and gender variations in social support

As an essential part of close relationships, social support is a dynamic interactive process. This paper aims to simultaneously investigate social support‐seeking and provision behaviours using the Actor–Partner Interdependence Model (APIM). Ninety‐two friendship dyads participated in this study. Supportive versus negative friendship qualities were used to predict different support‐seeking and support‐provision behaviours during an experimental task. Cultural and gender variations were also examined. Results showed that self‐reported friendship qualities influence support‐seeking and provision behaviours intrapersonally and interpersonally. Female participants were more likely to provide emotion‐focused support than were male participants. After accounting for friendship qualities in the dyads, there was no evidence of cultural group differences on support‐seeking or provision behaviours among same‐sex friends. These results demonstrate the conceptual and empirical advantages of using APIM to unpack cultural and gender variations in social support processes.     

Manager-subordinate dyads: Relationships among task and social contact,manager friendliness and subordinate performance in management groups

A survey of management teams is undertaken to examine task and social contact within manager-subordinate dyads. The evidence presented suggests that managers sustain different relationships with subordinates depending on their level of task performance. Subordinates who are rated high on performance have high task contact with their manager, whose behavior is experienced by them as friendly. Those who perform at a low level have low task contact with the manager and experience relatively little friendliness. Contrary to our prediction, friendliness does not lead to social interaction. The implications for both team building and current leadership theories are explored.     

Gender differences in synchrony: Females in sync during unstructured dyadic conversation

Although previous studies have reported that individual prosocial traits generally enhance synchrony, gender as a social factor was not the subject of focus. The present study examined gender differences in synchrony by conducting three experiments on dyadic unstructured conversations with same-gender strangers. Synchrony was assessed by calculating the cross-wavelet coherence and determining the relative phase. As expected, through the three experiments, the female dyads showed a higher degree of synchrony, compared to the male dyads. Moreover, the conversation type (i.e., structured monologue vs. unstructured dialogue) did not moderate the gender effect (Experiment 2), while synchrony in the female dyads was influenced by the preceding conversation (Experiment 3). In contrast, through the three experiments, the role of the relative phase was unclear. The findings indicate that the social factor, gender, has an impact on synchrony, and that interpersonal sensitivity contributes to synchrony.     

Division of labor in conversations: Are Fishman's results replicable and generalizable?

Fishman's (1978a) conclusion that women do the bulk of the support work in their conversations with male partners has had widespread appeal. In this article, we present the results of two studies designed to assess the generalizability and replicability of her findings. In Study 1. the get-acquainted conversations of 20 mixed-sex, 10 male same-sex, and 10 female same-sex dyads were analyzed for the support strategies identified by Fishman. No support for a sexual division of labor was found. In Study 2, we analyzed the casual, at-home conversations of 17 intimate male-female couples. Again, we found no evidence that the women used more of the support strategies than their male partners. Rather, our findings suggest that the women may have helped to sustain the conversations with their male partners simply by talking more. The appeal of Fishman's conclusions in the absence of empirical evidence suggests that she has touched on a mythic truth.This article is based on a Master's thesis by the second author (Study 1) and an Honour's thesis by the third author (Study 2) under the supervision of the first author.     

Achievement goal orientations and the use of coping strategies among Winter Olympians

Objectives: To examine the relationship between task and ego orientations and the use of stress-coping strategies among athletes participating in the 1994 Winter Olympic Games. We expected that athletes who were high on task and low on ego orientation would employ more problem-solving strategies than athletes with other ego and task profiles. We also expected that athletes high in ego and low in task orientation would employ more emotion-focused strategies than other athletes with other ego and task profiles. Gender differences were also investigated.Design: Cross-sectional, retrospective. Data were collected immediately after the closing of the Olympic Games.Methods: Norwegian athletes (N=69, 50 males and 20 females, mean age=25.2 years) participated in the study. Goal orientations and coping strategies were assessed using questionnaires.Results: After a median split on the task and the ego orientation scales to determine the athletes who were high/low, high/high, low/high or low/low in task and ego orientation respectively, 54 athletes remained in the final analysis. Several separate univariate 2×2 analyses of variance were conducted. High task/low ego orientation was related to the use of active coping and social emotional support, while low task/high ego orientation was related to the use of positive redefinition and growth strategies. High ego orientation was associated with less use of active coping and planning strategies among female athletes, but not among male athletes. Furthermore, high ego orientation in female athletes was related to the use of denial as a coping strategy.Conclusions: The relative strength of high and/or low task and ego orientation has an impact on elite athletes' use of coping strategies in competition. Being high in ego orientation seems to be more influential among female than male elite athletes in their use of coping strategies.     

Goals as a mediator of gender differences in high-affiliation dyadic conversations

The present study examined whether gender differences in affiliative aspects (collaboration and cooperation) of dyadic conversations occur because girls are more oriented than boys toward goals focused on others. Preadolescents (11-13 years old; 51 boys, 53 girls) worked with a same- or an other-gender peer on a 4-week-long creative-writing task at school. Dyadic conversations and goals were assessed twice. High-affiliation conversations and mutual-participation goals were more prevalent in female than in male and mixed-gender dyads. Mutual-participation goals mediated gender differences in high-affiliation conversations. Control and task-performance goals did not differ by dyad gender. In mixed-gender dyads, conversation strategies and goals did not differ by gender. Implications of goals for understanding gender differences and similarities in conversations are discussed.     

On the Importance of the Superior's Interpersonal Sensitivity for Good Leadership

This research is aimed at showing that interpersonal sensitivity (being attuned to and correctly inferring another person's thoughts and feelings) is an important aspect of what people expect from a good leader and that interpersonally sensitive leaders have more satisfied subordinates. In the first study, participants indicated how much they expected a good superior to be interpersonally sensitive (among other characteristics). People expect leaders to be interpersonally sensitive more so than subordinates. In the second study, participants interacted in same‐gender dyads as leaders and subordinates. We measured subordinate satisfaction and leader interpersonal sensitivity. More interpersonally sensitive leaders had more satisfied subordinates. Interpersonal sensitivity is important for good leadership: It is expected from leaders, and it contributes to increased subordinate satisfaction.     

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。     

Male/Female Gaze in Same-Sex and Mixed-Sex Dyads Gender-Linked Differences and Mutual Influence

In this study, 108 university students (54 men and 54 women) were each videotaped in two 8-minute problem-solving dyadic interactions: (1) same-sex, and (2) mixed-sex. Trained observers coded the interactions for simultaneous, moment-to-moment gaze and talk behavior of both interactants. MANOVA results for three dyad types (male/male, female/female, and male/female) measured on 10 dyad gaze/talk variables showed that F/F dyads exhibited more mutual gaze/mutual talk and mutual gaze/mutual silence than either M/M or M/F dyads. F/F dyads exhibited less one gazes/same talks and mutual avert/one talks than either M/M or M/F dyads. No differences were found between M/M and M/F dyads on any variable. Analyses of individual change scores from same-sex to mixed-sex dyads indicated that the women in the M/F dyads converged to the male behavior in that dyad condition, whereas the men remained unchanged. The results are discussed in terms of speech accommodation theory.     

Moderators of the influence of supervisor-subordinate similarity on subordinate outcomes

Gender, racial, and ethnic similarity were examined for 2,883 subordinate-supervisor dyads in a military setting. All forms of demographic similarity were weakly associated with satisfaction with one's supervisor and continued membership in the Army. White subordinates under the supervision of non-Whites expressed the lowest level of satisfaction with supervision. Two moderators were examined: supervisory support of equal opportunity and the length of time worked with a supervisor. Results underscore the value of fine-grained analyses in the area of relational demography and the value of studying temporal dynamics associated with relational demography.     

Examination of supervisory satisfaction in traditional and nontraditional gender-based reporting relationships

Supervisory Satisfaction relates to satisfaction with supervision rather than other conditions or agents in the work place. The supervisor-subordinate relationship is becoming increasingly important given the shift from managing work to managing people. Six variables were theorized as influencing satisfaction. Developing a parsimonious model to predict the variance in supervisor satisfaction, this empirical study examined 202 traditional supervisory relationships (subordinate reporting to a male supervisor) and 48 nontraditional supervisory relationships (subordinates reporting to a female supervisor). The sample was predominantly whites. Four of the five variables theorized, predicted a high level of variance in supervisory satisfaction in both traditional and nontraditional relationships. However the predictors were not different for the two groups.