an Physical Therapy Association yielded 545 managers, 58 percent of whom were female.
Analyses conducted on survey data revealed that females preferred to use a transformational supervisory style more than the men did while males used more masculine leadership traits. Females were as committed to their careers as males and reported the same work/family conflict as the men. These results were said to raise questions as to why proportionately more males are managers in a female-dominated profession.
Watson and Hoffman (1996) explored how gender and power influence feelings, behavior, and outcomes achieved by male and female managers engaged in an intraorganizational conflict. In the study, 40 same- and mixed-gender pairs of practicing managers took part in a simulated negotiation in which the parties differed in organizational power.
Results showed that female managers expressed less confidence and less satisfaction with their own performance than did male managers; however, females did not differ in behavior or outcom
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