A gender perspective on Person-Manager fit and managerial advancement

This article presents two studies examining (1) the relationship between Pe rson-Manager (P-M) fit and managerial advancement of women and men with, an d without managerial aspirations and (2) the P-M fit as related to manageri al and non-managerial women. The P-M fit was assessed by computing the cong ruence between participants' self-rated personality profile and the perceiv ed personality profile of a manager. Sex (men show a higher P-M fit than wo men), gender (the higher the individual's masculine gender-role, the higher the P-M fit) and group (managers and managerial aspirants show a higher P- M fit than non-managerial aspirants and non-managers) hypotheses were teste d. There was no support for the sex difference hypothesis. However, the gro up and gender hypotheses were confirmed showing that managers and manageria l aspirants had a higher P-M fit than non-managers and non-aspirants. Furth er, analyses revealed that the higher the participants' masculinity scores, the higher the P-M fit. implications of these findings are discussed in re lation to the gendered image of the managerial role and adaptation theory.