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PurposeThe purpose of this paper is to investigate gender differences in burnout, style of coping and the availability of peer support among high‐tech engineersDesign/methodology/approachA longitudinal study investigated gender differences in burnout, style of coping and the availability of peer support among high‐tech engineers, an interesting occupational group from a gender perspective both because of the masculine culture of the engineering profession and the many prejudices against women engineers. Both the masculine culture and the prejudices help explain the paucity of women engineers and predict high levels of burnout among them.FindingsThe paper's findings supported this prediction. They revealed a significant gender difference in burnout, with women engineers reporting higher levels of burnout than men. The gender differences in burnout were interpreted as related to other findings: women's greater tendency to utilize emotion‐focused coping, their smaller peer support and greater work–family conflict.Originality/valueIn addition to their implications for gender theory and research and for burnout theory and research, the paper's findings point to the need to encourage and support the small and unique group of women engineers.

The only consistent gender difference in management style reported in the literature is the more democratic style of women. Democratic leadership is a cornerstone of the feminist approach. The current exploratory study attempted to differentiate between the effect of feminist self-definition
and gender in explaining differences in democratic attitudes of managers. Israeli male (43) and female (28) managers were questioned about their managerial attitudes and whether they are feminist or non-feminist. Results suggest that a surprisingly high number of both male and female managers
defined themselves as feminist. Furthermore, feminist selfdefinition was found to explain several democratic managerial attitudes better than gender.