Abstract
This study investigated the effects of sex and gender role characteristics on emergent leader effectiveness ratings in small task groups. Data were collected on two occasions from 122 subjects in 28 mixed-sex groups performing “sex-neutral” tasks for valued rewards over many weeks of interaction. Results showed that there were neither significant differences between effectiveness evaluations received by male and female leaders, nor among ratings received by leaders with masculine, feminine, or androgynous gender role orientations. However, individuals with androgynous gender role orientations gave significantly higher effectiveness evaluations than individuals with masculine or feminine gender role orientations.
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