scholarly journals Women's Access to Managerial Positions: An Experimental Study of Leadership Styles and Gender

2008 ◽  
Vol 11 (1) ◽  
pp. 55-65 ◽  
Author(s):  
Isabel Cuadrado ◽  
J. Francisco Morales ◽  
Patricia Recio
Keyword(s):  
Leadership Styles ◽  
Undergraduate Students ◽  
Leadership Style ◽  
Female Leaders ◽  
Role Congruity Theory ◽  
Role Congruity ◽  
Representation Of Women ◽  
Managerial Positions ◽  
And Gender ◽  
The One

This study attempts to test one of the explanations of the scarce representation of women in managerial positions, specifically the one advanced by “role congruity theory of prejudice toward female leaders” (Eagly & Karau, 2002), which appeals to the fact that women get unfavorable evaluations if they adopt male-stereotypical leadership styles. One-hundred and thirty-six undergraduate students participated in an experiment with a 2 (Male-stereotypical vs. Female-stereotypical leadership style) × 2 (Male vs. Female leader) design. Dependent variables were leader's competence, efficacy, and evaluation in a series of traits. It was found that, regardless of sex, the leaders were considered more competent and efficient, and were evaluated more favorably, when they adopted stereotypically feminine leadership styles. Implications of these findings for women's underrepresentation as leaders in management top positions worldwide are discussed.

scholarly journals Gender Differences in Managerial Behavior and Their Leadership Styles

2020 ◽  
Vol 5 (9) ◽  
pp. 6-10
Author(s):  
Rugiatou JALLOW
Keyword(s):  
Gender Differences ◽  
Correlation Analysis ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Quantitative Method ◽  
Female Leaders ◽  
Managerial Behavior ◽  
Transactional Leadership Style ◽  
Managerial Positions

This study investigated gender differences in relation to managerial behavior and leadership styles in The Gambia. The correlation between leadership styles and managerial behavior was firstly examined while gender differences and leadership styles were investigated. However, quantitative method was used to gather information from the target audience where Mann-Whitney analysis, crosstabsanalysis and correlation analysis were employed as the estimation techniques. From the analysis, the findings reported that female has the highest frequency in terms of transformational style of management and male has the highest frequency in terms of transactional leadership style in an organization. The study concluded that male leaders are mostly recognized in the managerial positions compared to female leaders.

scholarly journals Respectful leadership: Reducing performance challenges posed by leader role incongruence and gender dissimilarity

2018 ◽  
Vol 71 (12) ◽  
pp. 1590-1610 ◽  
Author(s):  
Suzanne van Gils ◽  
Niels Van Quaquebeke ◽  
Jan Borkowski ◽  
Daan van Knippenberg
Keyword(s):  
Field Study ◽  
Partial Support ◽  
Female Leaders ◽  
Role Congruity Theory ◽  
Role Congruity ◽  
Follower Performance ◽  
Congruity Theory ◽  
And Gender ◽  
Performance Challenges ◽  
Leader Role

We investigate how respectful leadership can help overcome the challenges for follower performance that female leaders face when working (especially with male) followers. First, based on role congruity theory, we illustrate the biases faced by female leaders. Second, based on research on gender (dis-)similarity, we propose that these biases should be particularly pronounced when working with a male follower. Finally, we propose that respectful leadership is most conducive to performance in female leader–male follower dyads compared with all other gender configurations. A multi-source field study ( N = 214) provides partial support for our hypothesis. While our hypothesized effect was confirmed, respectful leadership seems to be generally effective for female leaders irrespective of follower gender, thus lending greater support in this context to the arguments of role congruity rather than gender dissimilarity.

LEADERSHIP STYLE AND PERSONALITY OF MOCK JURORS AND THE EFFECT ON SENTENCING DECISIONS

1998 ◽  
Vol 26 (4) ◽  
pp. 421-424
Author(s):  
Paul M. Valliant ◽  
Jennifer E. Loring
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Social Presence ◽  
Self Control ◽  
Mock Jurors ◽  
Personality Variables ◽  
Sentencing Decisions ◽  
The Social ◽  
And Gender ◽  
Criminal Matters

Attitudes toward sentencing decisions were examined in 135 University students. Subjects were administered the Leadership Ability Evaluation (LAE) and the California Psychological Inventory (CPI). They were asked to make sentencing decisions regarding two mock criminal matters. Data were evaluated using Statistical Package for the Social Sciences (SPSS). In comparison to other leadership styles, individuals who had a democratic-cooperative leadership style scored significantly higher on personality variables of good-impression, self-control, tolerance, and achievement via independence than other leadership styles. In the autocratic-aggressive group, males scored much lower on communality than females. The females in the study scored significantly lower than males on social presence, socialization, and good impression. A two way interaction was noted for leadership style and gender for sentencing. Females with a democratic-cooperative leadership style were significantly harsher in sentencing than males from the same group.

scholarly journals Leadership Style and Gender: A Study of Spanish Cooperatives

2020 ◽  
Vol 12 (12) ◽  
pp. 5107
Author(s):  
Inocencia María Martinez-Leon ◽  
Isabel Olmedo-Cifuentes ◽  
MCarmen Martínez-Victoria ◽  
Narciso Arcas-Lario
Keyword(s):  
Sustainable Development ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Management Positions ◽  
Cooperative Firms ◽  
Transformational And Transactional Leadership ◽  
Development Goals ◽  
And Gender ◽  
Female President

The growing global need for social cohesion and sustainable development gives visibility to cooperatives because their principles help to achieve these objectives and the adoption of Sustainable Development Goals (SDGs). Among them, gender equality policies are in the forefront. This paper explains how cooperatives contribute to women’s professional opportunities and to balancing the presence of women in management positions. It analyzes the predominant leadership styles and gender differences in cooperatives with a sample of 114 cooperative firms. The results show that: (a) Both transformational and transactional leadership styles are widely used; (b) no significant differences in leadership styles between men and women exist; and (c) the composition of management teams results in significant leadership style differences. The transformational style is less often used in mixed teams with a male majority and a woman president, and most often used in homogeneous teams (made up of only men or only women). Transactional leadership is more frequently implemented in teams made up only of women than in mixed masculine teams with a female president. These findings identify women’s leadership styles in cooperatives, pointing out their difficulties and introducing innovative proposals for contributing to their success and the achievement of SDGs in cooperatives.

Gender, school leadership and teachers’ motivations

2019 ◽  
Vol 33 (6) ◽  
pp. 1395-1410
Author(s):  
Asmahan Massry-Herzallah ◽  
Khalid Arar
Keyword(s):  
Leadership Styles ◽  
School Leadership ◽  
Leadership Style ◽  
Education System ◽  
Cultural Dimensions ◽  
Content Type ◽  
Teachers Perceptions ◽  
Teacher Relationships ◽  
And Gender ◽  
Arab Education

Purpose The research investigates perceptions of teachers in the Arab education system in Israel concerning the effect of their principal’s leadership and gender on their motivation. Relying on Hofstede’s cultural dimensions as an analytic tool to understand the Arab school, the purpose of this paper is to answer the following research questions: first, how do the teachers perceive the leadership style and gender of their principal and what influence do these perceptions have on their motivation? Second, what are the influences of the different dimensions of culture described by Hofstede on the teachers’ motivation? Design/methodology/approach To answer these questions, 18 teachers from different schools in the Arab education system (10 female and 8 male) were interviewed. Findings The research revealed three themes which describe the teachers’ perceptions of their principals’ leadership styles with consideration of the principals’ gender: the principals’ involvement and sharing of school operations and decision making with the teachers; the extent of autonomy given to teachers; and establishment of principal–teacher relationships. Originality/value The paper concludes with implications of these leadership styles for teachers’ motivation for work, and suggestions are given to improve Arab principals’ practices and thus to enhance teachers’ motivation.

scholarly journals Leadership styles: perceived differences between male and female leaders in the fields of finance and accounting

2020 ◽  
Vol 12 ◽  
pp. 1173
Author(s):  
Emerson Weslei Dias ◽  
Elza Fatima Rosa Veloso ◽  
Marcelo Antonio Treff
Keyword(s):  
Data Collection ◽  
Leadership Styles ◽  
Leadership Style ◽  
Female Leaders ◽  
Leadership Positions ◽  
General Hypothesis ◽  
Men And Women ◽  
Male And Female ◽  
Electronic Survey

The purpose of this study is to identify how accounting and finance professionals perceive the leadership styles adopted by their male and female leaders. In order to analyze the hypothesis that there are differences in leadership styles between men and women, a bibliographical review of leadership style and contingency theories was carried out. For the data collection, an electronic survey was carried out, using an adapted version of the EAEG (Escala de Avaliação do Estilo Gerencial) scale proposed by Melo (2004), totaling 278 valid responses. Although the general hypothesis has been rejected, the results indicate that women still face differences in their chances of assuming leadership positions.

scholarly journals The Effects of Part-Time Employment and Gender on Organizational Career Growth

2017 ◽  
Vol 47 (3) ◽  
pp. 328-343 ◽  
Author(s):  
Yvette van Osch ◽  
Jaap Schaveling
Keyword(s):  
Career Advancement ◽  
Full Time ◽  
Role Congruity Theory ◽  
Job Status ◽  
Role Congruity ◽  
Career Growth ◽  
Time Work ◽  
Part Time ◽  
And Gender ◽  
Full Time Employment

The literature on part-time employment suggests that this type of employment hampers career advancement especially for women. Conversely, role congruity theory suggests that part-time employment hampers career advancement for men. In view of the often confounded nature of gender and job status in research, we studied the main and interaction effects of job status and gender on perceived job alternatives and four subdimensions of organizational career growth. The data ( N = 211) revealed (1) a main effect of job status on job alternatives: compared to part-time employment, full-time employment leads to more perceived job alternatives; (2) an interaction effect of job status and gender on career goal progress, ability development, and promotion speed: men working part-time experienced less progress, development, and promotion speed than men working full-time and women in general. These results are explained by gender-role incongruence and challenge the idea that part-time work affects women in particular.

Women in the boardroom and corporate social performance: negotiating the double bind

2019 ◽  
Vol 57 (9) ◽  
pp. 2201-2222 ◽  
Author(s):  
Whitney Douglas Fernandez ◽  
Meredith F. Burnett ◽  
Carolina B. Gomez
Keyword(s):  
Corporate Social Performance ◽  
Social Performance ◽  
Women Directors ◽  
Role Congruity Theory ◽  
Content Type ◽  
Role Congruity ◽  
Representation Of Women ◽  
Women On Boards ◽  
Corporate Social ◽  
The Relationship

Purpose The purpose of this paper is to use insights from role congruity theory to explore how organizational context moderates the relationship between the representation of women on boards and corporate social performance (CSP). Design/methodology/approach The hypotheses are tested using a panel of S&P 500 firms observed from 2001 to 2011. The authors utilize the generalized estimating equations technique with Heckman’s two-stage approach to correct for endogeneity. Findings The findings reveal that four firm-level variables – voluntary initiative membership, deviation from prior financial performance, internationalization and product diversification – moderate the relationship between the representation of women on boards and CSP. These findings suggest that women directors have the ability to prioritize and advocate for social issues in the boardroom to a greater extent when firms provide a context that values their communal orientation. In contrast, the relationship between women directors and CSP weakens when the context encourages a focus on the bottom line. Originality/value This study reconciles mixed findings from previous research and contributes to a better understanding of the relationship between women directors and social performance by providing a theory-driven perspective of the circumstances under which women directors have a stronger or weaker impact on CSP. The authors extend role congruity theory by integrating contextual factors that may either diminish or amplify the effects of the expected directors’ gender roles on their behavior and decision making.

scholarly journals Relation between Democratic Leadership and Organizational Cynicism

2016 ◽  
Vol 5 (3) ◽  
pp. 193 ◽  
Author(s):  
Ali Riza Terzi ◽  
Ramazan Derin
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
School Principals ◽  
Simple Linear Regression ◽  
Model Data ◽  
Democratic Leadership ◽  
Organizational Cynicism ◽  
And Gender ◽  
Gender Groups ◽  
Academic Year

<p>This study intends to analyze the relation between school principals’ leadership styles and teachers’ perception of organizational cynicism. The study group consists of 268 participants teaching at high schools in the Balıkesir district of Turkey during 2014-2015 academic year. In the study, which used relational survey model, data was collected through Democratic Leadership Scale and Organizational Cynicism Scale and analyzed by mean scores, independent t-test, one-way analysis of variance (ANOVA), and simple linear regression. The results revealed that democratic leadership is a significant predictor of organizational cynicism, and it is negatively connected with organizational cynicism. In addition, it was found that there were significant differences between seniority and gender groups as regards democratic leadership, between seniority groups as regards all dimensions of organizational cynicism, and between gender as regards affective cynicism. All the results of the study showed that the democratic leadership style displayed by school principals influences the organizational cynicism perceived by teachers.</p>

Perspectives on the Glass Ceiling in Indian Enterprises

2013 ◽  
pp. 303-317
Author(s):  
Rita Latha D’Couto ◽  
C. Ganesh
Keyword(s):  
Human Resources ◽  
Leadership Styles ◽  
Glass Ceiling ◽  
Career Advancement ◽  
Human Resources Management ◽  
Senior Management ◽  
Management Skills ◽  
Representation Of Women ◽  
Organizational Influences ◽  
Managerial Positions

The genesis of the present study is from the widespread observation that only a small proportion of top level managerial positions in corporate organizations are occupied by women, both globally and in India. Although women are making their entry into the corporate arena in increasing numbers, with credentials equivalent to those of their male counterparts, they do not appear to be progressing to the ranks of senior management at comparable rates. It is felt that in their quest for career advancement and career success, women face hurdles which are not experienced by men. A glass ceiling, which can be conceptualized as a subtle barrier comprising attitudinal and cultural biases, appears to constrain the upward mobility of managerial women. This phenomenon of low representation of women in the highest echelons of management seems to be in sharp contrast with the trend highlighted in recent human resources management literature which views the management skills and leadership styles traditionally attributed to women as ideally suited to the needs of modern organizations. Hence, the present study was undertaken with the objective of exploring the various individual and organizational influences which serve to constrain their progress to positions of power and influence in corporate organizations.

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