Perceived Influence of Male Sex Role Identity on Female Partner's Life Choices

The relationship between a man's sex role identity and his and his female partner's perceptions of his influence on her life choices was investigated in this study. Sex role identity was measured by the Bem Sex Role Inventory (BSRI), and perception of influence was measured by the Interpersonal Influence Survey (IIS). The BSRI and IIS were administered by mail to 131 pairs of female graduate students and their male partners. Male and female perceptions of the man's influence were found to be related to the man's BSRI scores. Masculine men were not found to differ in their perceptions of influence from feminine or un-differentiated men, but they were found to have significantly lower perceptions of their influence than androgynous men. Feminine men were not found to differ in their perceptions of influence from masculine or undifferentiated men, but they were found to be lower in their perceptions of influence than androgynous men. Women with androgynous or feminine male partners perceived the man as being more influential than did female partners of masculine men, but they did not differ in their perceptions of male partner influence from women with undifferentiated male partners. Women with masculine or undifferentiated male partners did not differ in their perceptions of the male partner's influence.     

AN EXAMINATION OF LEADERSHIP AND EMPLOYEE CREATIVITY: THE RELEVANCE OF TRAITS AND RELATIONSHIPS

Creativity is becoming a topic of ever-increasing interest to organizational managers. Thus, there is a need for a greater understanding of the dynamics between the personal and contextual factors responsible for creative performance in work settings. In particular, there is a need to identify the role of leadership for creativity. Until now, creativity studies have examined leadership and employee characteristics from a single-domain perspective. Data from 191 R&D employees of a large chemical company were used to test a multidomain, interactionist creativity model of employee characteristics, leader characteristics, and Leader-Member Exchange (LMX). Results suggest that employee intrinsic motivation and cognitive style, LMX, the interactions between employee intrinsic motivation and leader intrinsic motivation, and between LMX and employee cognitive style relate to employee creative performance as measured by supervisor ratings, invention disclosure forms, or research reports. Implications for practicing managers and research on leadership and creativity are discussed.