Dual-Gendered Leadership: Gender-Inclusive Scientific-Political Public Health Communication Supporting Government COVID-19 Responses in Atlantic Canada

This research aims to identify the influence of woman leadership on improving the traditional man-dominated scientific-political communication towards positive COVID-19-driven public health interventions. Across Canada, dual-gendered leadership (women chief medical officers and men prime minister/premiers) at both federal and provincial levels illustrated a positive approach to “flatten the curve” during the first and second waves of COVID-19. With the four provinces of New Brunswick, Newfoundland and Labrador, Nova Scotia, and Prince Edward Island, Atlantic Canada formed the “Atlantic Bubble”, which has become a great example domestically and internationally of successfully mitigating the pandemic while maintaining societal operation. Three provinces have benefitted from this complementary dual-gendered leadership. This case study utilized a scoping media coverage review approach, quantitatively examining how gender-inclusive scientific-political cooperation supported effective provincial responses in Atlantic Canada during the first two waves of COVID-19. This case study discovers that (1) at the provincial government level, woman leadership of mitigation, advocating, and coordination encouraged provincial authorities to adapt science-based interventions and deliver consistent and supportive public health information to the general public; and (2) at the community level, this dual-gendered leadership advanced community cohesion toward managing the community-based spread of COVID-19. Future studies may apply a longitudinal, retrospective approach with Canada-wide or cross-national comparison to further evaluate the strengths and weaknesses of dual-gendered leadership.

‘To the surprise of absolutely no one’: Gendered political leadership change in Northern Ireland

The office of political party leader remains one that women rarely occupy. In the largest comparative study of party leadership to date, only 10.8% were women. One region which has made significant advances in this area is Northern Ireland. Since 2015, the two largest parties, Sinn Féin and the Democratic Unionist Party, have experienced a rapid feminisation of their leadership. Such a development is particularly remarkable given Northern Ireland’s historically poor record on gender equality. This article explores the puzzle of gendered leadership change in Northern Ireland to reveal that the transition was primarily facilitated through the parties’ informal practices rather than embedded structural change. In doing so, it demonstrates the relative importance of party- and system-level factors on women’s political presence. As a power-sharing democracy, this case also provides comparative insights for those interested in addressing persistently low levels of female representation in post-conflict settings.

Wearing the Pants(suit)? Gendered Leadership Styles, Partisanship, and Candidate Evaluation in the 2016 U.S. Election

Do messages that evoke a gendered leadership style affect attitudes toward well-known candidates? If so, among what sorts of voters? I show that voters’ evaluations of national politicians, including Hillary Clinton, can be influenced by presenting candidates as stereotypically masculine or feminine leaders. In two survey experiments of California registered voters (n = 1,800 each) conducted at the height of the 2016 presidential election campaign, I find that, on average, voters seemed to prefer both male and female politicians more when they were described as having feminine leadership styles. However, clear heterogeneous treatment effects occurred: Democrats, liberals, and women from all parties evaluated politicians more favorably when they were described as feminine; Republicans, conservatives, and voters for Donald Trump evaluated the same candidates less favorably when described as feminine. The findings have implications for scholarship that links gender stereotyping, partisanship, and ideology to voter behavior.

Feeling protected: protective masculinity and femininity from Donald Trump and Joe Biden to Jacinda Ardern

This article emphasises the role that political leaders’ discourse plays in evoking positive emotions among citizens in uncertain times, such as feeling protected, secure and proud in addition to the leaders’ (often interconnected) role of encouraging negative feelings such as fear, resentment and anger. The article argues that such discourse frequently involves performances of gendered leadership. It cites examples from a range of countries to illustrate the points being made, but focuses on the 2020 US presidential election which saw a contest between two forms of protective masculinity: Trump’s exclusionary, macho, hypermasculinity versus Biden’s more socially inclusive, empathetic and softer version. Trump’s protective masculinity failure over managing the COVID-19 pandemic was arguably one of the factors contributing to his electoral defeat, while Biden aimed to make voters feel safer and more protected than under Trump. The article also provides examples of protective femininity, with a particular focus on the discourse of New Zealand’s prime minister, Jacinda Ardern.

Reality checks for career women: An interpretevist paradigm

This paper reflects on the latent organisational process that leads tothe scarcity of women in senior positions. Utilising characteristics of legitimisation, institutionalisation and self-determination theories the paper observes how women manage upward mobility. Subsequently, it was important to investigate the mid-level cohorts, as there lies the critical question triggering the anomaly. Focusing on the public sector with an interest in gendered organisations, the study examines law enforcement. Conversely, the aim of this paper is to focus on why there is a continued dearth in the number of policewomen at top level positions in USA and Australia. A qualitative study with a phenomenological approach is applied. Semi-structured interviews are conducted with 40 policewomen in mid-management positions in American and Australian law enforcement. It further aims to explore the linkages of the ongoing paucity of gendered leadership in organisations, questioning how these will influence women's ability to advance to higher-level positions.

Exploring gendered leadership stereotypes in a shared leadership model in healthcare: a case study

The existing literature on leadership often describes it within fairly rigid gender roles. Entire models of leadership have been ascribed gendered labels. Shared leadership is, in traditional leadership theory, a feminine model. After observing a National Health Service (NHS) department enacting a shared leadership model, and using ethnography, grounded theory and comics-based research, we decided to explore the relationship between shared leadership and gender stereotypes. We realised our hope was to see a subversion of traditional stereotypes. Our data showed shared leadership overall as a feminine model, with its focus on distribution and compassion. Within the group, a range of gender roles were performed, meaning that the group could represent itself to the outside world as either more masculine or more feminine as required. This was beneficial, as conflict with outsiders was minimised and hence anxiety reduced. However, we noted that within the group, traditional gender roles were not subverted and were probably reinforced. Despite our view that shared leadership has not been an opportunity to resist gender stereotyping within this department, the success of this feminine model may represent a challenge to the prevailing masculine model of leadership within the NHS.

Could the aging workforce reduce the agency penalty for female leaders? Re-examining the think manager–think male stereotype

Older workers make up a substantial portion of today’s labor force. Yet little is known about the beliefs held by this age group. Our study offers some much needed insights into intersectionality around this group, by investigating how older workers’ perceptions of supervisors performing a gendered leadership behavior are impacted by a supervisors’ sex, age, and gendered attributes. The results show that these supervisors are perceived most favorably when they possess communal qualities and/or when they are depicted as being older than their direct reports. Our results also reveal that, when these supervisors are not perceived as communal, male but not female supervisors, experience a backlash. Within this context, young female leaders appear to be at an advantage when compared with young male leaders. This study advances the literature on the ‘think manager–think male’ stereotype and has the practical benefit of offering insights into leader-follower interactions in today’s aging workplace.