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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]

Explores managerial professionals' views on gender-based preferential hiring versus merit selection, and examines whether their views are affected by different information frames presented to them. Results show that, although the managers sampled in the study opposed preferential hiring in general, they valued a number of the consequences of preferential hiring. Information frame had no effect on male manager's views. However, female managers were significantly persuaded by information emphasizing advantages of gender-based hiring. [ABSTRACT FROM AUTHOR]

Discusses the results of a U.S.-based survey of American Management Association members which aimed to provide information on the relative degrees of commitment of female and male managers to their careers, as opposed to their family or home life. Similarities in the values of male and female managers regarding commitment; Sex-role stereotypes about men and women; Reconsideration of basic assumptions about female managers.