Differences among junior managers in their perceptions of various types of interactions with senior managers and levels of self-efficacy in initiating interactions were investigated. Study variables were determined following preliminary focus group interviews. These variables were subjected to a multivariate analysis of covariance (MANACOVA) to assess differences among the various racial, ethnic, and gender groups. Data were derived from a 53% response rate to a survey of 3106 junior managers in a Fortune 500 company. Subjects included Asian men (n = 29), Asian women (n = 21), Black men (n = 94), Black women (n = 84), Hispanic men (n = 28), Hispanic women (n = 18), White men (n = 708), and White women (n = 647). Results reveal that women perceived having less access to career-related interactions and to informal interactions with senior managers. Women also reported lower levels of self-efficacy in their personal skills and abilities in informal social activities. Black managers presented higher levels of self-efficacy related to initiating career-related interactions than White managers and Asian managers. Asian managers reported lower levels of self-efficacy related to initiating informal interactions with senior managers than Black, Hispanic, and White managers. Findings suggest that gender has a stronger influence than race or ethnicity on the nature of interactions with senior managers within this organization.This research was funded by a Susquehanna University Research Grant. The authors would like to thank Stacy Ross for her assistance with data collection and Richard K. Caputo, Paul Dion, and two anonymous reviewers for their comments on an earlier version of this article.