Power and Gender Congruency Effects in Evaluations of Male and Female Managers

Abstract

The gender congruency theory of power (Johnson, 1976) was tested in afield study of 110 subordinates (55 male and 55female) of matched pairs of male andfemale managers in three organizations. There was a lack of support for the theory that perceived power is gender-typed; male andfemale managers received equivalent ratings when perceived as using the same forms of power. Implications of these findings for women in management are discussed. Future directions for research in this area are suggested.