The role of gender in the use of influence strategies

The present study makes an attempt to investigate how gender and types of influence strategies (TIS) affect the success of managers in the organization. An experimental study was designed with two independent variables (gender: male/female vs. TIS: direct/indirect). The dependent variables were bases of power, leadership effectiveness, managerial attributes and influence outcomes. One of the four vignettes depicting a situation as per research design was presented to participants (N=120). Results indicated that (a) in manipulation check items, the was a significant main effect of TIS and there was no interaction effect, (b) in the case of Legitimate Power, there was a significant main effect of Gender, whereas in the case of Referent and Reward Power, there was a significant main effect of TIS, (c) in managerial attributes variables, there was a significant main effect of Gender in the case of Self-confidence, Industriousness and Logic. Moreover, significant interaction effect was also found in Industriousness and Logic. These mixed results have been explained in the light of previous findings and considering cultural characteristics of Indian settings.