The labor market outcomes remains systematically different between men and women, despite half a century’s research-based policies (Altonji and Blank, 1999; Marianne, 2011). While some scholars have focused on the role of discrimination and differences in productivity, others have taken preference or belief -based approaches as key mechanisms driving the stubborn gender gap in such outcomes. These mechanisms can result in equilibria where the nature of tasks men and women end up performing are different. Such a separating equilibrium may be perpetu- ated for several reasons: managers may assign women fewer challenging tasks (De Pater et al., 2010) or women themselves may choose challenging tasks less often (Niederle and Yestrum- skas, 2008).