Gender Similarity in Hierarchical Work Relationships: A Meta‐Analysis

Abstract

ABSTRACT Hierarchical work relationships, such as mentoring and supervisor relationships, provide access to key resources that promote employee well‐being and effectiveness. As such, scholars have investigated factors that enable relational success, with gender similarity being a key consideration. Despite abundant theoretical explanations for the importance of gender similarity in promoting high‐quality relationships and improved work outcomes, the empirical evidence is inconclusive. To add conceptual and empirical clarity to this literature, we meta‐analytically summarize the associations between gender similarity and a range of interpersonal (i.e., perceived similarity, relationship quality, and support) and work outcomes (i.e., work attitudes, performance, and turnover intentions). Moreover, we draw from social identity theory, as a basis for understanding when—or for whom—gender similarity in hierarchical work relationships is beneficial. Findings reveal that gender similarity promotes perceived similarity and relationship quality, but not work‐related outcomes. Moreover, junior women report higher perceived similarity and support in gender similar dyads than men. Finally, junior men report higher relationship quality in gender similar dyads, whereas junior women report comparable relationship quality across gender similar and dissimilar dyads. We discuss the implications for gender similarity and managing hierarchical work relationships.