Power and Gender Congruency Effects in Evaluations of Male and Female Managers

Belle Rose Ragins

41 citations0/0 files storedJournal of Management

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Gender Diversity and Inequality Gender and Feminist Studies Job Satisfaction and Organizational Behavior

Abstract

The gender congruency theory of power (Johnson, 1976) was tested in afield study of 110 subordinates (55 male and 55female) of matched pairs of male andfemale managers in three organizations. There was a lack of support for the theory that perceived power is gender-typed; male andfemale managers received equivalent ratings when perceived as using the same forms of power. Implications of these findings for women in management are discussed. Future directions for research in this area are suggested.

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1978Men and Women of the Corporation.1978Men and Women of the Corporation 1986The Bases of Social Power 1981Power in organizations 1985Power In and Around Organizations.1959Studies in social power 1989Gender and power in organizations: A longitudinal perspective.1962Sources of Power of Lower Participants in Complex Organizations

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