Social-Role versus Structural Models of Gender and Influence Use in Organizations
| Autor: | Herman Aguinis, Susan K. R. Adams |
|---|---|
| Rok vydání: | 1998 |
| Předmět: |
Organizational Behavior and Human Resource Management
05 social sciences 050109 social psychology Epistemology Arts and Humanities (miscellaneous) Organizational behavior Strong inference 0502 economics and business 0501 psychology and cognitive sciences Social role Psychology Social psychology 050203 business & management Applied Psychology |
| Zdroj: | Group & Organization Management. 23:414-446 |
| ISSN: | 1552-3993 1059-6011 |
| DOI: | 10.1177/1059601198234005 |
| Popis: | We adopted a strong inference epistemological approach and confronted predictions derived from 2 competing paradigms that attempt to explain poor evaluations and slow organizational advancement of female managers as compared to male managers. Participants viewed a video tape of a manager (female, male) occupying identical roles in the organizational structure and using 1 of 2 forms of influence behaviors (direct or indirect). The prediction of the social-role model was that female managers would receive more negative evaluations than did male managers when using (sex-role incongruent) direct influence behaviors. The prediction of the structural model was that there would be no gender-based differences and there would be a main effect for influence use (because direct influence is more congruent with the managerial position than is indirect influence). Supporting the structural model, ratings of managerial power, leadership effectiveness, managerial attributes, and reactions to an influence attempt were affected by the type of influence used and not by gender. |
| Databáze: | OpenAIRE |
| Externí odkaz: |
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