Sex and Sex-Role Identification : An Important Distinction for Organizational Research / Gary N. Powell and R. Anthony Butterfield.
Studies which have investigated males' and females' attitudes and behavior in organizations have yielded apparently contradictory results. In some studies, individuals have followed traditional sex-role stereotypes; in others, they have not. A proposed explanation for these inconsistencies...
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| Main Authors: | , |
| Format: | eBook |
| Language: | English |
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Distributed by ERIC Clearinghouse,
1977.
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| 100 | 1 | |a Powell, Gary N. | |
| 245 | 1 | 0 | |a Sex and Sex-Role Identification : |b An Important Distinction for Organizational Research / |c Gary N. Powell and R. Anthony Butterfield. |
| 264 | 1 | |a [Place of publication not identified] : |b Distributed by ERIC Clearinghouse, |c 1977. | |
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| 520 | |a Studies which have investigated males' and females' attitudes and behavior in organizations have yielded apparently contradictory results. In some studies, individuals have followed traditional sex-role stereotypes; in others, they have not. A proposed explanation for these inconsistencies is that sex-role identification is a more important variable than sex. Individuals who adhere to the stereotypes may be highly sex-typed (masculine or feminine), and those who do not may be less sex-typed (androgynous or undifferentiated) in sex-role identification. One hundred-ten graduate students with jobs in the business community and 575 undergraduate business students completed the Bem Sex-Role Inventory containing "masculine"--self-reliant, competitive--and "feminine"--sympathetic, shy--characteristics for both themselves and a "good manager." As expected, individuals' sex-role identifications significantly affected their perceptions of traits desirable for management personnel, while sex had virtually no effect. The study concludes that sex-role identification is a variable deserving of further attention, particularly when sex-related differences are examined. Also, graduate women revealed more masculine traits than feminine in their self-descriptions, suggesting that a masculine standard for management may nullify the femininity of women in or aspiring to management positions. (Author) | ||
| 650 | 0 | 7 | |a Administrators. |2 ericd. |
| 650 | 0 | 7 | |a Androgyny. |2 ericd. |
| 650 | 0 | 7 | |a Behavior Patterns. |2 ericd. |
| 650 | 0 | 7 | |a Identification (Psychology) |2 ericd. |
| 650 | 0 | 7 | |a Organizational Climate. |2 ericd. |
| 650 | 0 | 7 | |a Psychological Studies. |2 ericd. |
| 650 | 0 | 7 | |a Role Perception. |2 ericd. |
| 650 | 0 | 7 | |a Sex Differences. |2 ericd. |
| 650 | 0 | 7 | |a Sex Role. |2 ericd. |
| 650 | 0 | 7 | |a Sex Stereotypes. |2 ericd. |
| 700 | 1 | |a Butterfield, R. Anthony, |e author. | |
| 700 | 1 | |a Butterfield, R. Anthony. | |
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