Sex discrimination in managerial selection: Testing predictions of the vertical dyad linkage model

Larwood, Laurie; Blackmore, John

doi:10.1007/bf00287288

Cited by 44 publications

(16 citation statements)

References 19 publications

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“…As noted by these authors, Rosen and Jerdee (1974) also found that men were preferred for challenging jobs, as would be predicted for their all-male sample. Larwood and Blackmore (1978) found further support for an interaction effect. When college students were asked to find leaders for a research study, women were more likely to identify women for such positions and men were more likely to identify men.…”

Section: Trust Differences Between Men and Womenmentioning

confidence: 77%

Trust Differences Between Men and Women in Superior-Subordinate Relationships

Scott¹

1983

Group & Organization Studies

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Trust perceptions of male and female respondents toward on-site supervisors, area supervisors, and top management were investigated in a large state agency. Although trust differences between men and women toward management were not found, respondents reporting to someone of the same gender had significantly higher trust in their superior than did men or women reporting to a superior of the opposite sex. Perceptions of trust were also found to be significantly related to the respondent's position level in the organization.During the last fifteen years, women have been entering the management ranks in increasing numbers (Employment and Training Report of the President, 1979). However, as any protected group starts to enter jobs from which it was formerly excluded, concerns are expressed about whether they can satisfactorily perform the work and interact successfully with peers, subordinates, and superiors. Although one would suspect that gender is an I appreciate the assistance of Maxine Farris in the collection of these data. The comments of Max Wortman, Bob Madigan, and Joe Cheng on earlier drafts are cowMM~~s c~Maa; Wo~ma~, Bo6 Mac~aw, a~d Joe C7~~ o~ ea~Mr drc~ (n'e also appreciated.

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Section: Trust Differences Between Men and Womenmentioning

confidence: 77%

Trust Differences Between Men and Women in Superior-Subordinate Relationships

Scott¹

1983

Group & Organization Studies

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“…For manager-subordinate (vertical) dyads, some effects of demographic dissimilarity have been widely studied. For example, several studies have found that managers tend to favor same-gender subordinates (e.g., Duchon, Green, & Taber, 1986;Larwood & Blackmore, 1978;Tsui & O'Reilly, 1989). Demographic dissimilarity in vertical dyads has been associated with lower perceived performance, lower levels of attraction from the supervisor, and greater role conflict and ambiguity (Tsui & O'Reilly, 1989).…”

Section: Demographic Characteristics Of Team Managersmentioning

confidence: 94%

Diversity in social context: a multi‐attribute, multilevel analysis of team diversity and sales performance

2004

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SummaryPrior research on demographic diversity in work teams has yielded mixed results, with the effects of team diversity ranging from positive to neutral to negative. This article shows that an improved understanding of the relationship between team diversity and team performance can be reached by considering the combined effects of team diversity and demographic social context. We hypothesized that three aspects of the social context would moderate the effects of demographic diversity on performance: the combination of diversity dimensions within a team, the demographic characteristics of the team manager, and the demography of the work unit. In a study of 365 sales teams distributed across 42 sales districts in a large U.S. company, we found support for the general proposition that the demographic social context moderates relationships between team diversity and team performance. We discuss the practical implications of these results as well as the research implications for future studies of team diversity.

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“…This includes work on dyadic role-making processes (Graen, Orris, & Johnson, 1973;Haga, 1976;Graen, Novak, & Sommerkamp, 1982;Seers & Graen, 1984;Snyder & Bruning, 1985;Zalesny & Graen, 1987;Graen & Scandura, 1987;Graen, 1989;McClane, 1991b), investigations of communication frequency (Schiemann & Graen, 1984;Baker & Ganster, 1985;Borchgrevink & Donohue, 1991), investigations of interactive communication patterns relative to LMX (Fairhurst & Chandler, 1989;Fairhurst, 1993), and leader-member value agreement (Graen & Schiemann, 1978;Kozlowski & Doherty, 1989;Ashkanasy & O'Connor, 1994). In addition, this category includes research on antecedents to and/or determinants of LMX Larwood & Blackmore, 1978;Kim & Organ, 1982;Duchon, Green, & Taber, 1986;Steiner, 1988;Heneman, Greenberger, & Anonyuo, 1989;Liden, Wayne, & Stilwell, 1993;Vasudevan, 1993), upward maintenance tactics and interaction patterns used by followers in high LMX relationships (Waldron, 1991), subordinate loyalty (Scandura & Graen, 1984), decision influence , influence tactics (Wayne & Ferris, 1990;Dockery & Steiner, 1990;Deluga & Perry, 1991), and member affect about the relationship (Liden, 1985;McClane, 1991a;Day & Crain, 1992). Moreover, studies investigating characteristics of followers in high LMX relationships identified them as high growth-need strength …”

Section: Stage 2: Focus On the Relationship And Its Outcomesmentioning

confidence: 99%

Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective

Graen

Uhl‐Bien

1995

The Leadership Quarterly

5,253

116

5,706

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Research into Leader-Member Exchange (LMX) theory has been gaining momentum in recent years, with a multitude of studies investigating many aspects of LMX in organizations. Theoretical development in this area also has undergone many refinements, and the current theory is far different from the early Vertical Dyad Linkage (VDL) work. This article uses a levels perspective to trace the development of LMX through four evolutionary stages of theorizing and investigation up to the present. The article also uses a domains perspective to develop a new taxonomy of approaches to leadership, and LMX is discussed within this taxonomy as a relationship-based approach to leadership. Common questions and issues concerning LMX are addressed, and directions for future research are provided.

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Sex discrimination in managerial selection: Testing predictions of the vertical dyad linkage model

Cited by 44 publications

References 19 publications

Trust Differences Between Men and Women in Superior-Subordinate Relationships

Trust Differences Between Men and Women in Superior-Subordinate Relationships

Diversity in social context: a multi‐attribute, multilevel analysis of team diversity and sales performance

Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective

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