Leadership Style Matters: The Small, but Important, Style Differences Between Male and Female Leaders

2013 ◽  
Author(s):  
Alice H. Eagly ◽  
Mary C. Johannesen-Schmidt
Keyword(s):  
Leadership Style ◽  
Female Leaders ◽  
Male And Female

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 Gender leadership styles and linguistic practices: The case of Lebanese International University coordinators

2019 ◽  
Vol 6 (2) ◽  
pp. 47-61
Author(s):  
Nadine Sami Joudi
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Case Study Research ◽  
Female Leadership ◽  
Female Leaders ◽  
Male And Female ◽  
Analytical Perspective ◽  
Academic Settings ◽  
International University ◽  
Linguistic Practices

Sociolinguistic research is interested in the way people, including leaders, use language to construct and perform social identities. Given that an increasing number of professional women have to do leadership side by side with men, this case study research, which was conducted at the Lebanese International University, studied gender and leadership styles from a qualitative content analytical perspective. More specifically, it sought to determine male and female leadership styles and to investigate their linguistic practices through the analysis of self-reflections and interviews. The researcher used five male and five female coordinators’ self-reflections and transcribed interviews that were collected, analysed and categorised to find out any differences in the leadership style and language use of male and female leaders in the academic settings. The findings showed the influence of the genders in their choice of linguistic expressions indicating the noteworthy dominance of the two prevalent dimensions in leadership styles, namely, transformational and transactional. Keywords: Gender leadership styles, gender linguistic practices, transformational leadership, transactional leadership, Lebanon.

scholarly journals Comparison of leadership style of male and female managers in Kuwait: An empirical investigation

2015 ◽  
Vol 1 (2) ◽  
pp. 25-28 ◽  
Author(s):  
Mitra Arami
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Cultural Context ◽  
Leadership Behavior ◽  
Small Sample ◽  
Future Research ◽  
Female Leaders ◽  
Male And Female ◽  
The Difference ◽  
New Perspective

Several studies have investigated differences in leadership styles between male and female leaders. This paper analyzes weather Kuwaiti male and female leaders differ in their leadership behavior. Explorative approach is applied for this research study. This study is based on a small sample in Kuwait and based on a self-rating of managers in Kuwait. In our study, we used similar approach as Eagly and Johannesen-Schmidt (2001) – rating was done through subordinates, peers and superiors – this would help to have more in-depth analyses. The quantitative analysis involves 62 leaders (38 male, 24 female) from different industries in private and governmental sector in Kuwait. Results indicated no major differences in leadership behavior by gender in Kuwait, which is similar to outcome of some studies conducted in western countries. It should be highlighted that the percentage of male and female respondents varied between different organizations. Future research should emphasis on equal sampling. It would be also interesting to analyze the difference in male or female dominated industries. This study offers knowledge for developing leadership skills in Kuwait. Very few studies have concentrated on difference in leadership styles outside Europe and North America, this study provides a new perspective in a different cultural context.

scholarly journals Business strategy analysis between men and women leaders in the textile industry

2021 ◽  
Vol 69 (1) ◽  
pp. 58-63
Author(s):  
Marija Mrkobrada ◽  
Gordana Čolović ◽  
Olga Stojanović
Keyword(s):  
Women Leaders ◽  
Leadership Style ◽  
Business Strategy ◽  
Textile Industry ◽  
Gender Diversity ◽  
Female Leaders ◽  
Strategy Analysis ◽  
Men And Women ◽  
Male And Female ◽  
The Subject

The main goal of this paper is to determine the differences in business strategy between male and female leaders and the dominant leadership style in the textile industry. The research was conducted during June and July 2020. The subject of the research is the analysis of the business strategy between men and women leaders in the textile industry in Serbia. The subjects were women and men leaders of companies in the field of textile industry in Serbia. Starting from the definitions of leadership and characteristics of leaders, the questionnaire was compiled to collect data on the opinion of respondents on the topic of differences in business strategy. The obtained results confirm the assumption that there are differences in business strategy between men and women leaders in the textile industry, which can contribute to companies to strengthen and improve their market position through gender diversity in top management.

The Next Generation of Leaders

2015 ◽  
pp. 16-42 ◽  
Author(s):  
Ben Tran
Keyword(s):  
Corporate Culture ◽  
Hospitality Industry ◽  
Business Environment ◽  
Women In Leadership ◽  
Hotel Management ◽  
Female Leaders ◽  
Leadership Positions ◽  
Female Executives ◽  
Global Business ◽  
Male And Female

The low number of female (expatriate) leaders in today's hotel management industry within the global business environment is a concern to most scholars writing on female executives. Most studies focus on the difficulties women face, while a minority of them examine the sources of their success. For academicians, it has been proven time and time again that differences between male and female do not warrant the fact that there are less women in leadership positions in the hotel and hospitality industry due to the claim that men are more qualified than women. For practitioners, however, many organizations have managed to demonstrate to the contrary of academicians, through the practice and maintenance of its corporate culture. The purpose of this chapter is to address two sets of stereotypes about female leaders in the hotel management industry: 1) the glass ceiling, the glass cliff, the glass border, and the pink collar ghetto or patterns of employment ghettos; and 2) the three persistent myths regarding female leaders in the hotel management industry.

Action Sports, the Olympic Games, and the Opportunities and Challenges for Gender Equity: The Cases of Surfing and Skateboarding

2018 ◽  
Vol 42 (5) ◽  
pp. 315-342 ◽  
Author(s):  
Belinda Wheaton ◽  
Holly Thorpe
Keyword(s):  
Case Studies ◽  
Gender Equity ◽  
Cultural Change ◽  
Power Relations ◽  
Olympic Games ◽  
Female Leaders ◽  
Male And Female ◽  
Action Sports ◽  
Diverse Groups ◽  
Critical Literature

Commentators have suggested that action sports have provided space for more progressive gendered power relations than many more traditional, institutionalized sex-segregated sports. However, as action sports become institutionalized via Olympic inclusion, what are the potential opportunities and challenges for girls and women as both athletes and industry leaders? Drawing on interviews with male and female leaders in surfing and skateboarding industries, media and cultures, and an analysis of niche media, we assess the opportunities for women as the sports prepare for the Tokyo 2020 Olympic Games. The two case studies reveal the different struggles and strategies of women in these two sporting cultures, as well as the roles played by men in supporting cultural change. This article contributes to the critical literature assessing the International Olympic Committee’s (IOC) claims to provide opportunities for diverse groups of women and, more widely, the challenges in establishing effective policies to “empower” girls and women in and through sport.

Preferred leadership prototypes of male and female leaders in 27 countries

2009 ◽  
Vol 40 (8) ◽  
pp. 1396-1405 ◽  
Author(s):  
Lori D Paris ◽  
Jon P Howell ◽  
Peter W Dorfman ◽  
Paul J Hanges
Keyword(s):  
Female Leaders ◽  
Male And Female

Attributions for Success and Failure of Men and Women in Leadership Positions

1994 ◽  
Vol 75 (3) ◽  
pp. 1307-1312 ◽  
Author(s):  
Kenneth S. Shultz
Keyword(s):  
Task Difficulty ◽  
Women In Leadership ◽  
Leadership Roles ◽  
Female Leaders ◽  
Leadership Positions ◽  
Men And Women ◽  
Male And Female ◽  
Female Leader ◽  
Performance Ability ◽  
Male Leader

Attributions for the success and failure of men and women in leadership positions were examined as a function of the subjects' attitudes towards women in leadership roles (as measured by the Women As Managers Scale of Peters, Terborg, and Taynor. 80 men and 80 women were randomly assigned to one of four conditions in which a leader's performance was described, i.e., male leader—success, male leader—failure, female leader—success, female leader—failure. Subjects then rated the importance they believed each of four factors had in determining the leader's performance (ability, effort, task difficulty, and luck). A general reluctance of subjects to make external attributions and to distinguish between male and female leaders was found.

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