Sex and sex dissimilarity effects in ongoing teams

Some surprising findings

Bibliographic Data

ID9891969
AuthorsLaura M Graves (0000-0001-8416-6822, Graduate School of Management at Clark University, corresponding author), Priscilla M Elsass (Graduate School of Management at Clark University, corresponding author)
Year2005
Volume58
Issue2
Pages191-221
Publication date2005-02-01
Peer ReviewedYes
Open AccessYes
TypeARTICLE
VenueHuman Relations (JOURNAL)
Journal identifiersISSN: 0018-7267 • E-ISSN: 1741-282X
PublisherSAGE Publications (PUBLISHER • US)
DOI10.1177/0018726705052181
OpenAlexW2116996214
LanguageEN
Citations received8
References cited73

This study examined the effects of sex and sex dissimilarity on the task and social experiences of members of ongoing teams of management students. We hypothesized that women would have lower levels of social exchange, and ultimately, lower levels of attachment to their groups than would men, and that there would be no sex differences in task exchanges or task contributions. Sex dissimilarity between individuals and their teams was expected to impair individuals’ experiences. As predicted, women had lower social exchanges than men. There were no sex differences in attachment. Surprisingly, women had higher task exchanges and made greater task contributions. Sex dissimilarity had no effect on the experiences of men or women. Overall, women seemed to do more work or better work, but receive less social support, than did men

Developmental psychology · Social exchange theory · Task (project management · Gender Diversity and Inequality · Job Satisfaction and Organizational Behavior · Psychology · Social Psychology · Work-Family Balance Challenges

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