MANAGERS CONFLICT-MANAGEMENT STYLE AND LEADERSHIP EFFECTIVENESS - THE MODERATING EFFECTS OF GENDER

In this study we examined gender differences in (1) global self-reported conflict management styles, (2) the behaviors displayed and outcomes attained by group leaders during a simulated conflict episode, and (3) the evaluation of leaders' behavior by their subordinates. We investigated conflict management using 43 role-play groups involving leaders with actual managerial experience. We assessed behavior through subordinate and leader evaluations as well as transcript codings of the discussion. There were no gender differences in self-reported conflict management style among experienced managers. However, among participants without managerial experience, women rated themselves as more integrating, obliging, and compromising than did men. There were no gender differences in the styles used by supervisors during the role play nor in the outcomes they attained. Yet there were differences in the way that subordinates evaluated male and female supervisors who used similar styles. Dominating was more negatively related, and obliging more positively related, to subordinates' perceptions of effectiveness for women than for men.