A gender perspective on Person-Manager fit and managerial advancement

This article presents two studies examining (1) the relationship between Person-Manager (P-M) fit and managerial advancement of women and men with, and without managerial aspirations and (2) the P-M fit as related to managerial and non-managerial women. The P-M fit was assessed by computing the congruence between participants' self-rated personality profile and the perceived personality profile of a manager. Sex (men show a higher P-M fit than women), gender (the higher the individual's masculine gender-role, the higher the P-M fit) and group (managers and managerial aspirants show a higher P-M fit than non-managerial aspirants and non-managers) hypotheses were tested. There was no support for the sex difference hypothesis. However, the group and gender hypotheses were confirmed showing that managers and managerial aspirants had a higher P-M fit than non-managers and non-aspirants. Further, analyses revealed that the higher the participants' masculinity scores, the higher the P-M fit. implications of these findings are discussed in relation to the gendered image of the managerial role and adaptation theory.