Abstract
This research examines relationships among biological sex, psychological gender, and power position in a hypothetical superior-subordinate conflict in an organizational setting. The study is an attempt to resolve the equivocal findings regarding the effects of biological and psychological gender on conflict-management behavior. Further, the research goes beyond self-report methodology and examines actual influence attempts that males and females use in both upward and downward message construction. Analysis revealed a significant three-way interaction among biological sex, power position, and sex of partner, but provided no support for the psychological gender construct.
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