We examine the effectiveness of apology following a workplace offense, as influenced by the achieved or ascribed status (i.e., professional status or gender) of the parties involved. A total of 780 undergraduates participated in a scenario experiment. The results demonstrate that apologizing is more effective than not apologizing. Yet apology is most effective when the apologizer is a male, a manager or is a male apologizing to a female. Moreover, apology expectancy mediates the relationships between the apologizer's status and the apology's effectiveness: Apologies are less expected from managers and males than from subordinates and females, and the less expected they are, the greater their effectiveness. Apology expectancy has a unique effect unrelated to the apologizer's sincerity and perceived motive.