Gender and managers' causal attributions for subordinate performance: A field story

The study addresses the effect of gender on managers' causal explanations for subordinate work performance. Prior laboratory studies suggest women's work performance will be attributed in a manner disadvantageous to their career progression within organizations. There are, however, numerous reasons to question the generalizability of the laboratory work to organizational settings. The study was performed to address the gap in field research on this issue. Ninety-three mainly Caucasian managers in two organizations made attributions for successful and unsuccessful performance of direct subordinates. Contrary to the hypotheses, subordinate gender was unrelated to managers' causal explanations for either positive or negative outcomes. Implications of the results for future research on attributional gender effects in organizational settings are discussed.