Social resources embedded in personal relationships (i.e., information, practical assistance and socio-emotional support), can be used in accomplishing workplace authority. In this study gender differences in supervisory, sanctioning, and decision-making responsibilities are explored, and related to differences in the social structure and/or relational content of personal relationships at work. People's shortage of resources, as a function of their social network, could keep them from jobs at higher responsibility levels (i.e., the 'capital deficit hypothesis'). On the other hand, men and women with equal qualifications and equal amounts of social resources, may not experience equal return benefits from their networks (i.e., the 'return deficit hypothesis').