Gender, self confidence, and social influence strategies: An organizational simulation.

Investigated whether men and women in positions of equal power differ in the strategies they use to influence subordinates. 24 male and 24 female undergraduates were placed into a supervisory role in a simulated organizational setting and were compared on the frequency, range, and types of influence strategies they used to direct the work of 3 bogus subordinates. Although gender differences consistent with general sex-role stereotypes were found, most differences were weak and only of marginal significance. Relative to males, females made fewer influence attempts, used a more limited range of influence strategies, used fewer rewarding strategies, particularly promises of pay increases, and used more coercive strategies, especially pay deductions. Females displayed lower levels of self-confidence than did males, and sex-linked differences in self-confidence explained much of the gender difference observed in the frequency with which influence attempts were made and the extent to which coercive strategies were used. (50 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)