This study was conducted to compare team-role behavior of managers-women and managers-men in cross-functional teams in Russian companies and find the gender differences of behavior influences the efficiency of managers’ interactions in decision making process. Empirical data that was collected allows us to find gender differences in team-role preferences and their realization in interaction in decision making process. The research methodology was based on the Belbin’s team leadership theory and diagnostic technique of team roles. Using the three-stage methodology (diagnostic testing, observation of behavior during interaction, feedback) allows to draw a qualitative data comparison and provides for reliability of obtained results. The novelty of obtained results is connected with describing gender features of the managers’ professional and personal self-identification in the sphere of team-role interaction. One of important feature of the managers' team-role self-identification discovered in the study: the c