Attitude, task, and sex composition as variables affecting female leadership in small problem‐solving groups

The Effects of Gender Role Orientation on Team Schema: A Multivariate Analysis of Indicators in a U.S. Federal Health Care Organization

“…Aries (1976) found (a) that men felt that mixed-gender teams were more cohesive than male teams and (b) that women preferred female teams to mixed-gender teams. Other researchers have shown that same-gender teams, particularly one-female teams, had the lowest cohesion scores (Kanter, 1977;Yerby, 1975).…”

Some Theoretical Implications of Female and Male Interaction in Unstructured Small Groups

“…Although Bradley's findings unequivocally paralleled expectancy suppositions, the results of other studies not specifically intended to test expectancy hypotheses are ambiguous. Yerby (1975) found that two group composition factors -attitudes toward female leaders and sex composition in groups -affected perceptual ratings of female leaders' competency and members' satisfaction with group membership. Frank and Katcher (1977) also found that male perceptions of female members' competency were higher in groups with male/female parity versus compositions where women were in the minority.…”

Some issues in Comparing Women and Men as Leaders

“…Two studies dealing with this variable operati ona lized it as attitudes toward female leadership (Yerby, 1975) and fielddependency (Lockheed , 1977). The latter found that field-dependen t men were more t active and influential in field-dependent groups than women, while no sex differ-…”

“…A review of the litera ture shows tha t researchers studying leadership processes have measured leader's and followers' saUsfaction ( Bartol & Wortman, 1976;Maier, 1970;Yerby, 1975), followers ' reactions to the leader ( Bartol , 1974 ;Day & Stogdill, 1975), the productivity or effectiveness of the group on some objectively evaluated task ( Boullard & Cook, 1975;Eagly, 1970 ) , the individual's and the group's risk-taking (Ea uer & Turner, 1974), disclosure patterns (Aries, 1976;Kraft & Vraa, 1975) , leader influence (Eskilson & Wiley, 1976;Maier , 1970), and the leader's performance of task-relevant acts (Esk ilson & Wiley, 1976) . One difficulty in reviewing this body of research is created by the diversity of dependent measures employed .…”