• DOI:10.1023/A:1010998802612
• Corpus ID: 142800037

Social Rules for Managing Attempted Interpersonal Domination in the Workplace: Influence of Status and Gender

@article{Wilson2001SocialRF,
  title={Social Rules for Managing Attempted Interpersonal Domination in the Workplace: Influence of Status and Gender},
  author={Keithia Lynne Wilson and Alfred Joseph Lizzio and Siegrid Zauner and Cindy Gallois},
  journal={Sex Roles},
  year={2001},
  volume={44},
  pages={129-154}
}

• K. Wilson, A. Lizzio, +1 author C. Gallois
• Published 2001
• Psychology
• Sex Roles

The present study utilized a social rules approach to investigate the relative influence of gender and status on managers' self-evaluations of their effectiveness in handling a dominating subordinate. In the first study 84 White middle-class participants identified the prescriptive and proscriptive rules for socially appropriate responding to a stimulus situation involving a pushy subordinate. Four rule sets were identified for female and male managers and subordinates, respectively. Rule-sets shared a number of common rules and showed some variation according to gender roles. In the second study, 91 White middle-class participants rated the individual rules for importance and also rated their personal and managerial effectiveness when responding to the stimulus situation using gender- and status-consistent and gender- and status-inconsistent response strategies. Both men and women rated the female gender and status-consistent strategy as most effective, and rated the status-inconsistent strategy as less effective than a gender-inconsistent response. Results were interpreted as providing more support for a situational gender-related theory of workplace behavior, rather than a traditional gender role perspective.