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This study examined whether possession of relevant knowledge plus encouragement to use it would positively affect rates of emergent leadership for women. Hypotheses derived from expectation states and social role theories that such "informed women" would be more passive, less influential, and less well liked than comparably informed men were tested in 40 mixed-sex groups. In each group, either a man or a woman (hint person) was instructed privately to gain the adoption of an unusual but effective solution (hint solution) to a production problem. Members' influential behaviors were observed, coded, and compared with peer ratings. Contrary to predictions, as many hint women as hint men gained adoption of the hint solution (45%). Nevertheless, although successful hint women were seen by their peers to be as influential, competent, and participative as successful hint men, they received significantly lower ratings on leadership and likability. Conditions that promote or inhibit women's task leadership are discussed.