GENDER DIFFERENCES IN LEADER EMERGENCE PERSIST EVEN FOR DOMINANT WOMEN: AN UPDATED CONFIRMATION OF ROLE CONGRUITY THEORY

Role congruity theory predicts that women will be less likely than men to emerge as leaders when expectations for the leader role are incongruent with gender stereotypes. A 2 × 2 × 3 design that crossed the sex of the dominant partner, mixed- and same-sex dyads, and masculine, feminine, and neutral tasks involved 120 dyads of unacquainted college students in which one partner scored higher in dominance. In same-sex partnerships, the dominant member consistently emerged as leader. In mixed-sex dyads, the gender typing of the task did not influence dominant male ascendance but it did affect women's. When the task was masculine-typed or neutral, less dominant men were more likely to emerge as the leader of the dyad, frequently being appointed by the dominant woman herself. Thus, even when women possess the agentic quality of dominance consistent with the leader role, the incongruence between masculinized task demands and gender stereotypes mitigate against women's leadership emergence.     

THE PERCEIVED VALUE OF DIRECT AND INDIRECT INFLUENCE STRATEGIES:

In this study, we assessed the generalizability of the Western preference for direct versus indirect influence strategies and its relation to participant sex, perceptions of participant power, and concerns for politeness among a sample of 138 American, 41 Japanese, and 44 Korean female and male college students. Regardless of cultural group or participant sex, direct strategies were reported as first choice strategies, whereas indirect strategies were cited as strategies of last resort. Participant power, not participant sex, was predictive of the students'reported strategy use. Although the American, Japanese, and Korean students were more similar than different on measures of perceived power and frequency of strategy use, concerns for politeness were reflected in the Japanese and Korean students'less confrontational strategy style.