GENDER, LEGITIMATE AUTHORITY, AND LEADER-SUBORDINATE CONVERSATIONS

Gender differences in behavior in organizational settings are often at tributed either to socialization processes or differential access to p ositions of authority. Conversation, an indicator of fundamental gende r differences in behavior is one area where this theoretical question of gender versus position can be addressed In this paper, I systematic ally examine the effects of formal legitimate authority and gender soc ialization on conversational variables in the context of a relationshi p between parties of unequal status. I created a simulated organizatio n in the laboratory to study conversations in four types of three-pers on organizational groups: (1) a female manager with female employees, (2) a female manager with male employees, (3) a male manager with male employees, and (4) a male manager with female employees. I examined b oth verbal and nonverbal behaviors. Because patterns of conversation m ay vary depending on the sex of the interactants and the norms of the group context, 1 also considered the effect of the sex composition of the group. Results of the analysis of verbal behaviors clearly indicat e that formal authority is more important than gender in understanding conversation patterns, supporting the situational/authority explanati on. Subordinates exhibit more conversational support (i.e., have highe r rates of back channeling and positive interruptions, and talk less) than formal leaders and are less directive (i.e., have higher rates of qualifiers), regardless of sex. In contrast, sex composition of the g roup and gender have a complex effect on the two nonverbal behaviors, smiling and laughing, while formal position has little effect. Gender stereotyped expectations may be stronger for these nonverbal behaviors than for verbal behaviors in an authority context.