Men volunteers negotiated more assertively with women in supervisory roles in laboratory tasks, compared with strategies they used with male supervisors, reported Bocconi University’s Ekaterina Netchaeva, Maryam Kouchaki of Northwestern University, and Washington State University’s Leah D. Sheppard.
This cross-gender negotiation trend was reduced when woman in supervisory roles demonstrated directness and proactivity (“administrative agency”) rather than self-promotion and power-seeking (“ambitious agency”).
The team told 52 male and 24 female volunteers that they would negotiate their salary at a new job in a computer exercise with a male or female hiring manager.
After the negotiation, participants completed an implicit threat test by identifying words that appeared on a computer screen for a fraction of a second in a variation of the Implicit Association Test developed by Harvard’s Mahzarin Banaji and Anthony Greenwald of University of Washington.
Participants who chose more threat-related words like “fear” or “risk,” were inferred to feel more threatened.
Male participants who negotiated with a female manager selected more threat-related words on implicit association test, and they negotiated for a higher salary ($49,400 average), compared to men negotiating with a male manager ($42,870 average).
The manager’s gender didn’t affect female participants, who negotiated a lower salary ($41,346 average), reflecting a common trend where women tend not to negotiate, or to negotiate less vigorously, as noted by Carnegie Mellon’s Linda Babcock and Hannah Riley Bowles of Harvard.
In another experimental task, more than 65 male volunteers decided how to share a $10,000 bonus with a male or female team member or with supervisor.
Male participants tended to equally divided the money with male or female team members, but reacted significantly differently with a female supervisor.
Men who endorsed more threat-related words chose to keep more money for themselves when the supervisor was female, compared with when they were paired with a male supervisor.
A related online survey of 226 male and 144 female volunteers found that male participants decided to keep a larger share of the $10,000 bonus when the female manager was described as ambitious or power-seeking, but responded significantly more favorably when the female supervisor was described as proactive or ambitious.
In the latter case, male volunteers offered approximately the same bonus amount to female managers.
This suggests that women managers with male direct-reports enhance these relationships by adopting a consciously direct leadership style, characterized by consistent communication, and proactive problem-solving.
Netchaeva’s group posits that women who adopt a direct, active leadership style reduce threat in cross-gender reporting relationships, and enable greater cooperation in bargaining and negotiation situations.
-*To what extend have you observed evidence of implicit threat responses in cross-gender workplace reporting relationships?
Follow-share-like http://www.kathrynwelds.com and @kathrynwelds
- Women’s Likeability – Competence Dilemma: Overcoming the Backlash Effect
- Women Balance on the Negotiation Tightrope to Avoid Backlash
- Negotiation Style Differences: Women Don’t Ask for Raises or Promotions as Often as Men
- Power Tactics for Better Negotiation
- “Honest Confidence” Enables Performance, Perceived Power
- Nothing to Lose: Effective Negotiating Even When “Powerless”
- How Effective are Strategic Threats, Anger, and Unpredictability in Negotiations?
- Negotiation Drama: Strategic Umbrage, Line-Crossing Illusion and Assertiveness Biases
- Expressing Anger at Work: Power Tactic or Career-Limiting Strategy?
- Range Offers vs Point Offers in Negotiation for Advantageous Settlements
- Mastering the Power Sandwich with Skillful Upward Influence
- “Everything is Negotiable”: Prepare, Ask, Revise, Ask Again
- Women’s Career Development Model – Individual Action in Negotiation,
- Anxiety Undermines Negotiation Performance
- Do You Have Agreement Bias – The Impulse to Accept Bad Deals?
- “Feminine Charm” as Negotiation Tactic
- Knowing without Knowing – Implicit Learning in Action
- Gender Bias in STEM Hiring Even When it Reduces Financial Returns
Google+ LinkedIn Groups Psychology in Human Resources (Organisational Psychology)
Blog: – Kathryn Welds | Curated Research and Commentary