An investigation of the effects of gender factors upon the social influence processes.

研究一考察了管理行为和团队生产力信息对领导者评价的影响。研究结果表明，女性对上司领导风格的评价得分比男性更受生产力信息的影响。研究二考察了男女领导行为或特质的喜欢-不喜欢评价的性别效应。评分员对女性的态度的影响也进行了研究。男性和女性受试者分别对33个项目进行评分，这些项目描述了男性/女性的行为或特征是男性化，女性化或中性的。在某些项目上，评分者和被评分者都存在性别差异。第三项研究对Peters等（1974）提出的女性管理者态度量表（WAMS）的效度进行了检验，并编制了女性管理者态度量表（WAMS）和男性管理者态度量表（MAMS）。WAMS得分高的人和MAMS得分低的人在性别角色方面表现出更平等的态度。研究四从性别角色期望的角度考察了领导行为的性别差异。结果表明：（1）当任务被期望适合于男性时，男性和女性都表现出较高的影响意图;（2）男性倾向于根据任务的性别特征改变自己的领导风格;（3）性别角色态度的差异在领导者直接报告的策略使用中被发现，而在行为观察的结果中没有发现。（4）女性不愿被承认为领导者，在休息时主动为他人端茶倒水，但在执行任务时，她们比男性更倾向于直接领导和任务导向领导。

In the first study, the effects of informations about supervisory behavior and group productivity on evaluation of leaders were investigated. Results showed females' rating scores toward their supervisor's leadership-style were more influenced by productivity informations than males' one.The second study examined sex effects in like-dislike rating of male and female behaviors or traits. The effect of rater's attitude toward women was also examined. Male and female subjects rated each 33 items which described a man/woman whose behavior or traits was masculine, feminine, or neutral. In relation to certain items, there were sex differences both of raters and rated persons. For example, the decisive man was more liked than the woman who has same character.The validity of Attitude toward Women As Managers Scale(WAMS)which Peters et al. (1974)have proposed was examined and a scale for measuring attitudes toward women(WAMS)and men(MAMS)as managers was newly developed in the third study. People with higher scores of WAMS and people with lower scores of MAMS showed more egalitarian attitude in connection with gender role.Sex differences in leader behavior were examined in terms of the sex role expectations in the fourth study. Results were, (1)both males and females indicated their high influencing intent when the task was expected to be suitable to their sex, (2)males tended to change their leadership style following the masculinity-femininity of the tasks, (3)differences in the sex role attitudes were found in direct tactic use reported by the leader, but not in results from behavioral observations, and(4)female avoided to be recognized as a leader and voluntarily served tea during breaks, however, they practiced direct and task-oriented leadership more than male counterparts in performing their tasks.