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On becoming a leader: Effects of gender and cultural differences on power distance reduction
Author(s) -
Bruins Jan,
Den Ouden Marieke,
Dépret Eric,
Extra Jan,
Górnik Malgorzata,
Iannaccone Antonio,
Kramarczyk Ewa,
Melcher Werner,
Muñozs Juan,
Ng Sik Hung,
Steller Birgit
Publication year - 1993
Publication title -
european journal of social psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.609
H-Index - 111
eISSN - 1099-0992
pISSN - 0046-2772
DOI - 10.1002/ejsp.2420230407
Subject(s) - psychology , social psychology , power (physics) , hofstede's cultural dimensions theory , reduction (mathematics) , physics , mathematics , quantum mechanics , geometry
The present research focused on power processes in a simulated organizational structure consisting of three hierarchical levels occupied by different numbers of mules and females. Subjects were presented with a chart showing the organizational hierarchy of which they were a member placed at the lowest level, and asked to nominate any person for the leader position vacated by the current incumbent. The results of Experiment I ( n = 88 Dutch male and female university students) showed that male subjects strongly overnominated themselves, whereas a majority of the female subjects nominated either self or another female. Of the others that were nominated by both males and females, almost all were occupants of positions immediately below the leader position, indicating the normative influence of a bureaucratic rule of leader succession. Experiment 2 was a replicational study carried out in a different culture ( n = lOl Polish male and female university students). Polish subjects adhered to the bureaucratic rule more strongly than their Dutch counterparts, and both females and males nominated mostly males. Results are discussed with reference to gender self‐stereotypes and cultural differences.