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SUMMARY An examination of the style of managers (N = 155) in a simulated work environment shows that they tended to model the style of their boss. Females evidenced this tendency to a greater degree than males. Furthermore, when the boss was a female, male subordinate managers became somewhat more participative than the boss, while female subordinate managers became more authoritarian. A compensatory or balancing hypothesis is proposed as a possible explanation for this sex difference. These results should not be generalized beyond an American population. Possible cultural differences were not explored. [ABSTRACT FROM AUTHOR]

Summary Previous research has shown a relationship between personal values and the success of managers without regard to sex. This study evaluated the relationship between the personal values of American female and male managers and their success as managers. Female (n = 122) and male (n = 130) managers from a variety of organizations in both the private and public sectors completed the Personal Values Questionnaire developed in 1967 by England. The managerial success index was a measure of pay relative to age. The results reveal some significant differences between female and male managers relative to the relationship between managerial values and managerial success. [ABSTRACT FROM AUTHOR]