Gender and family/career conflict: Reactions of bosses

Abstract

How do managers attribute the cause for a late and inaccurate proposal by a junior manager and how do they (the manager-respondents) think they would handle the problem? Previous research indicates that the attribution of cause for the poor performance is crucial to determining the response. However, gender may affect the attribution of cause, the interpretation of the circumstances, and the response chosen. In the present study, we assess the usefulness of an attribution model of leader behavior. We vary both the circumstances surrounding the poor performance and the gender of the putative junior manager. We are particularly concerned with the causal interpretation of conflicts between family and career responsibilities. We assess the effect of gender and situation on the attributional ratings given by experienced managers. We also investigate the effect of gender of the fictive junior manager and the structure of the causal interpretation of the respondents' choice of remedial action, on their estimates of the junior managers' job effectiveness, future success, and relationships with others in the organization.