Gender and influence across the globe: Cross-cultural gender differences in organizational upward influence

This study investigated cross-national gender differences in attitudes toward strategies of upward influence across 16 diverse countries. We used hierarchical linear modeling to test for significant economic and socio-cultural moderators on these relationships, while controlling for demographic and organizational characteristics. Overall, compared to male managers, female managers had similar views regarding the acceptability of organizationally beneficial behaviors, viewed self-indulgent behaviors as being relatively more acceptable, and viewed destructive behaviors as being relatively less acceptable. While cross-national convergence was found in respect to attitudes towards organizationally beneficial behaviors, cross-national divergence/crossvergence was indicated by the significant moderating effects of societal contextual factors on gender differences in the relative acceptability of self-indulgent and destructive behaviors. Findings are discussed in the context of cross-cultural research, including moral development, as well as implications for the role of female managers in organizational and societal contexts.