K. Korabik et al., MANAGERS CONFLICT-MANAGEMENT STYLE AND LEADERSHIP EFFECTIVENESS - THEMODERATING EFFECTS OF GENDER, Sex roles, 29(5-6), 1993, pp. 405-420
In this study we examined gender differences in (1) global self-report
ed conflict management styles, (2) the behaviors displayed and outcome
s attained by group leaders during a simulated conflict episode, and (
3) the evaluation of leaders' behavior by their subordinates. We inves
tigated conflict management using 43 role-play groups involving leader
s with actual managerial experience. We assessed behavior through subo
rdinate and leader evaluations as well as transcript codings of the di
scussion. There were no gender differences in self-reported conflict m
anagement style among experienced managers. However, among participant
s without managerial experience, women rated themselves as more integr
ating, obliging, and compromising than did men. There were no gender d
ifferences in the styles used by supervisors during the role play nor
in the outcomes they attained. Yet there were differences in the way t
hat subordinates evaluated male and female supervisors who used simila
r styles. Dominating was more negatively related, and obliging more po
sitively related, to subordinates' perceptions of effectiveness for wo
men than for men.