MANAGERS CONFLICT-MANAGEMENT STYLE AND LEADERSHIP EFFECTIVENESS - THEMODERATING EFFECTS OF GENDER

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.