Transformational and transactional leadership styles as routes to career advancement: Doing the right thing differs for male and female leaders

2004 ◽  
Author(s):  
Mary C. Johannesen-Schmidt ◽  
Marloes van Engen ◽  
Claartje Vinkenburg
Keyword(s):  
Leadership Styles ◽  
Transactional Leadership ◽  
Career Advancement ◽  
Female Leaders ◽  
Male And Female ◽  
Transformational And Transactional Leadership ◽  
The Right

Sex and Leadership Styles: A Meta-Analysis of Research Published in the 1990s

2004 ◽  
Vol 94 (1) ◽  
pp. 3-18 ◽  
Author(s):  
Marloes L. Van Engen ◽  
Tineke M. Willemsen
Keyword(s):  
Transformational Leadership ◽  
Sex Differences ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Behavior ◽  
Meta Analysis ◽  
Female Leaders ◽  
Leadership Analysis ◽  
Transformational And Transactional Leadership ◽  
Task Oriented

Empirical research on sex differences in leadership styles, published between 1987 and 2000 in peer-reviewed journals, is reviewed by means of a metaanalysis. The leadership styles examined are interpersonal, task-oriented, democratic versus autocratic, and transformational and transactional leadership. Analysis showed that evidence for sex differences in leadership behavior is mixed, demonstrating that women tend to use more democratic and transformational leadership styles than men do, whereas no sex differences are found on the other leadership styles. Sex differences in leadership styles are contingent upon the context in which male and female leaders work, as both the type of organization in which the leader works and the setting of the study turn out to be moderators of sex differences in leadership styles.

scholarly journals Leadership Styles and Employee Engagement: A Field Study at a Qatari Public Corporation: الأنماط القيادية وتأثيرها على الانغماس الوظيفي: دراسة ميدانية في مؤسسة عامة قطرية

2021 ◽  
Vol 5 (22) ◽  
pp. 181-164
Author(s):  
Thamer M. Maharmeh Thamer M. Maharmeh
Keyword(s):  
Leadership Styles ◽  
Employee Engagement ◽  
Transactional Leadership ◽  
Online Survey ◽  
Leadership Skills ◽  
Simple Random Sample ◽  
Transformational Leaders ◽  
Public Corporation ◽  
Transactional Leaders ◽  
Transformational And Transactional Leadership

The current study explored the relationship between leadership styles and employee engagement in the case of a Qatari public corporation. Survey research method was used in the research. In order to meet the research objectives, an online survey questionnaire was developed and distributed to a simple random sample of 294 employees. Descriptive and analytical statistical techniques available in SPSS were used to analyze the data of the 125 returned surveys. The results of the current study revealed that: (1) about 75% of the respondents are engaged in their work, (2) employees perceive their supervisors as transformational leaders rather than transactional leaders. Nonetheless, employees perceive their supervisors as neither pure transformational leaders nor pure transactional leaders, (3) there is strong and positive correlation between employee engagement and both transformational and transactional leadership styles. However, the correlation between transactional leadership and employee engagement was stronger than the correlation between transformational leadership and employee engagement. Based on that it is recommended to: (1) encourage supervisors to mix both transformational and transactional leadership styles by considering the situation and the nature of the task assigned to employees, (2) take action to develop leadership skills and behaviors, (3) show recognition for employee contributions and efforts, (4) strengthen the relationships between employees and their supervisors. In conclusion, it is important to develop strategies and practices to enhance employee engagement. One of the key factors in doing so is the development of leadership styles and behaviours.

Do leadership styles promote ambidextrous innovation? Case of knowledge-intensive firms

2019 ◽  
Vol 23 (5) ◽  
pp. 836-859 ◽  
Author(s):  
Sarra Berraies ◽  
Syrine Zine El Abidine
Keyword(s):  
Leadership Styles ◽  
Transactional Leadership ◽  
Least Squares Method ◽  
Intellectual Stimulation ◽  
Content Type ◽  
Idealized Influence ◽  
Transformational And Transactional Leadership ◽  
Knowledge Intensive ◽  
Exploratory Innovation ◽  
Ambidextrous Leadership

PurposeThe purpose of this study is to examine the effect of the transformational and transactional leadership styles and its sub-dimensions on exploitative and exploratory innovations. The authors deepened the analysis by highlighting the contribution of ambidextrous leadership on ambidextrous innovation.Design/methodology/approachThe conceptual model defined through a thorough review of the literature is tested empirically on a sample of 265 senior managers working in Tunisian knowledge-intensive firms (KIFs). A quantitative analysis is performed via a questionnaire. The analysis of the data collected is carried out using the partial least squares method.FindingsResults show that exploratory innovation is linked to transformational leadership and in particular to individualized consideration, intellectual stimulation and inspirational motivation. Moreover, exploitative innovation is promoted by transformational and transactional leadership styles and particularly by attributed idealized influence and contingent rewards. Also, ambidextrous leadership affects positively ambidextrous innovation.Originality/valueWhile little studies have investigated how the transformational and transactional leadership styles as constructs of second-order influence differently exploitative innovation and exploratory innovation, this research deepens the analysis by focusing on sub-dimensions of leadership styles that promote each type of innovation within KIFs. It also pioneers the investigation of the effect of ambidextrous leadership on ambidextrous innovation that has never been explored. This research provides important insights for leaders of KIFs and sheds the light on the key aspects of leadership that boost ambidextrous innovation.

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.

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