Gender-Based Communication Styles, Trust, and Satisfaction in Virtual Teams

Furumo, Kimberly

doi:10.28945/138

Cited by 35 publications

(24 citation statements)

References 52 publications

(52 reference statements)

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“…So, because males are less comfortable with visual contact, its absence should help them to achieve a better understanding of the counterpart, and higher quality agreements as a result. This hypothesis is consistent with findings showing that males perceive eye contact as more threatening than females (Dalton, Nacewicz, Johnstone, Schaefer, Gernsbacher, Goldsmith, Alexander, & Davidson, 2005) and that males feel the loss of visual contact to a lesser extent than females (Furumo & Pearson, 2007).…”

Section: The Moderating Role Of Sexsupporting

confidence: 81%

Sex differences in the effects of visual contact and eye contact in negotiations

Swaab

2009

Journal of Experimental Social Psychology

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"Previous research has proposed that the ability to see others would benefit negotiations. We argue that this view is too narrow and that the impact of visual contact on negotiated agreements depends on the meaning individuals ascribe to either its presence or absence. Based on previous research showing that females are more likely to understand others in the presence of visual contact while males understand others better in the absence of visual contact, we explore how visual contact, eye contact, and sex affect the quality of negotiated agreements in a meta-analysis (Study 1) and a laboratory experiment (Study 2). The two studies combined show that because direct communication via the face facilitates a shared understanding for two unacquainted females, their agreements are of higher quality when they have visual contact compared to when they do not (Study 1), and if they have visual contact, their agreements are better when they have eye contact than when they do not (Study 2). Because communication via the face increases discomfort between two unacquainted males, their agreements are of higher quality when they do not have visual contact (Study 1), and if they do have visual contact, their agreements are better when they have no eye contact than when they do (Study 2)." [author's abstract

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Section: The Moderating Role Of Sexsupporting

confidence: 81%

Sex differences in the effects of visual contact and eye contact in negotiations

Swaab

2009

Journal of Experimental Social Psychology

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“…Previous research on gender differences in virtual teams by Furumo and Pearson (2007) shows that women experience more trust than men, and men have less ability to dominate team interactions. It may be that women project managers are experiencing less embedded gender bias (Ridgeway, 2011) in virtual space than on ground.…”

Section: Women Project Managersmentioning

confidence: 96%

Women project managers: the exploration of their job challenges and issue selling behaviors

Henderson

Stackman

Koh

2013

International Journal of Managing Projects in Business

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PurposeThe purpose of this study is to explore women project managers as a group in order to generate new understanding about the present project context within which they work and to promote new research‐based ideas for optimizing their potential in business organizations. To this end, the paper explore their demographics and project characteristics, their project challenges and issue selling moves, and their perspectives on the advantages and disadvantages for women in this profession.Design/methodology/approachData were collected using quantitative and qualitative questionnaire items of 211 female project managers in North America.FindingsThe research results show significant associations among women project managers' career, age, cost of their projects, and their professional certifications. In addition, their challenges and issue‐selling moves produce six factors related to their influence of others. Lastly, the results reveal women's self‐described advantages and disadvantages in the project management profession showing that while women project managers do continue to experience marginalization from gender bias, they are leveraging particular job challenges and issue selling circumstances to their advantage in moving through gender bias.Research limitations/implicationsThe results of this study contribute to our knowledge of important real‐world challenges and career development opportunities for women managing contemporary projects. Several implications for future research that build on women's issue selling in project management are discussed. Suggestions for broadening the sample in future research are also included.Practical implicationsThis paper highlights several important ways in which business organizations can strengthen and optimize their women project managers, and offset second‐generation gender bias.Originality/valueThis is only the second study to consider the real‐world contextual factors of women's projects, and the first study to explore their perspective specifically in terms of their job challenges, issue selling, and self‐described disadvantages and advantages in managing projects. Business organizations are in a unique historical position to uplift their project management capacity and leadership talent through developing and promoting women project managers.

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“…Multiple studies have identified gender differences in communication style (e.g., [28,29]). For instance, scholars have found that communication from men tends to be more task-oriented (i.e., informative) while women tend to adopt more socially-oriented (i.e., sociable) communication styles [30][31][32].…”

Section: Hypothesis 4 (H4)mentioning

confidence: 99%

The Voice Makes the Car: Enhancing Autonomous Vehicle Perceptions and Adoption Intention through Voice Agent Gender and Style

Lee

Ratan

Park

2019

MTI

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The present research explores how autonomous vehicle voice agent (AVVA) design influences autonomous vehicle passenger (AVP) intentions to adopt autonomous vehicles. An online experiment (N = 158) examined the role of gender stereotypes in response to an AVVA with respect to the technology acceptance model. The findings indicate that characteristics of the AVVA that are more consistent with the stereotypical expectation of the social role (informative male AVVA and social female AVVA) foster greater perceived ease of use (PEU) and perceived usefulness (PU) than inconsistent conditions (social male AVVA and informative female AVVA). The study offers theoretical implications regarding the technology acceptance model in the context of autonomous technologies as well as practical implications for the design of autonomous vehicle voice agents.

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Gender-Based Communication Styles, Trust, and Satisfaction in Virtual Teams

Cited by 35 publications

References 52 publications

Sex differences in the effects of visual contact and eye contact in negotiations

Sex differences in the effects of visual contact and eye contact in negotiations

Women project managers: the exploration of their job challenges and issue selling behaviors

The Voice Makes the Car: Enhancing Autonomous Vehicle Perceptions and Adoption Intention through Voice Agent Gender and Style

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