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.

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.

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.

scholarly journals Leadership Style Paradigm Shift in Hospital Industry: Need of the Day, in Comparison with Hospitality Industry

2019 ◽  
Vol 21 (1) ◽  
pp. 141-153
Author(s):  
Bhagyashree Sudhakar Joshi
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Hotel Industry ◽  
Point Of View ◽  
Middle Level ◽  
Paradigm Change ◽  
Hospital Industry ◽  
Leadership Positions ◽  
Survey Tool ◽  
Hospital Leaders

Importance: Current hospital leaders struggle to find leadership style which is beneficial and suitable to face the challenges present in the organization. Limited literature and lack of evidence on leadership styles related to the hospital and healthcare industry leave them directionless. Scarcity of training from the leadership point of view and lack of leadership models and lack of evidence on ‘which leadership style is most suitable and beneficial’ in the hospital industry, especially in the Indian context, increase the need for the current study. Objective: To understand and compare the leadership styles adopted by the top and middle level leaders from the hospital and hotel industry. Methodology: Quantitative study design, that is, survey, was used in this study. Survey tool consisted of structure items on 10 leadership styles with five-point Likert scale. A total of 41 top and middle level leaders from hospital and hotel industry participated in this study. Results: The study addressed issues pertaining to leadership, suggesting a paradigm change in hospital industry in relation to leadership style. Results showed that male leaders dominated the top and middle level leadership positions in both industries. Hospital leaders were older and more qualified and experienced as compared to those in hotel industry. Leaders reported using all 10 leadership styles from low to high levels. As each leadership style has its own strengths and weaknesses, adopting a combination of multiple leadership styles as per the need strengthens the overall output. Conclusion: Mixed leadership style needs to be adopted by the hospital leaders.

scholarly journals Leadership styles and relational energy: Do all leaderships styles generate and transmit equal relational energy?

2018 ◽  
Vol 49 (1) ◽  
Author(s):  
Okechukwu E. Amah
Keyword(s):  
Servant Leadership ◽  
Leadership Styles ◽  
Leadership Style ◽  
Scenario Analysis ◽  
Experimental Methodology ◽  
Master Of Business Administration ◽  
Leadership Positions ◽  
Leadership Selection ◽  
Significant Difference ◽  
And Training

Background: Despite the espoused importance of relational energy, and the fact that it is generated in interaction between leaders and their subordinates, little is known about which leadership style generates the highest relational energy.Objectives: The purpose of this study was to determine if there are differences in the levels of relational energy generated and transmitted when employees interact with leaders who exhibit autocratic, transactional, transformational and servant leadership styles.Method: The study utilised scenario-based experimental methodology to gather data. Five leadership experts reviewed the description of each leadership style prior to use in the study. A pilot study was carried out with 40 executive education participants to establish that the description of each leadership style was different and identifiable by non-experts. Fifty-two executive Master of Business Administration (MBA) participants from various organisations in six industries in Lagos, Nigeria, provided data for the scenario analysis. To avoid errors, the data for each style were collected separately. Data analysis was performed using analysis of variance and Tukey’s honest significant difference test.Results: The results of the scenario analysis showed that indeed there is a difference in the relational energy generated when employees interact with different leadership styles.Conclusion: The results have practical implications for the selection and training of individuals to be placed in leadership positions. Leadership selection and training must emphasise servant leadership. This is the first study to empirically establish that different leadership styles generate and transmit different levels of relational energy during interaction with employees.

scholarly journals Investigating the Influence of Leadership Styles on Employees Commitment

2017 ◽  
Vol II (I) ◽  
pp. 32-39
Author(s):  
Saeed Muhammad ◽  
Muhammad Saqib Khan ◽  
Aziz Javed
Keyword(s):  
Data Collection ◽  
Leadership Styles ◽  
Leadership Style ◽  
Employee Commitment ◽  
Research Topic ◽  
Electricity Supply ◽  
Policy Makers ◽  
The Impact ◽  
Survey Approach

The leadership styles and employees’ commitment are widely research topic explored around the globe in different contexts. Keeping in view this trend, the current study also “examined the impact of leadership” styles and employee commitment by collecting data from employees hailing from PESCO, Pakistan. The survey approach for data collection has been used by collecting the data from the workforces working in Peshawar electricity supply company to walk around “influence of leadership style on the employees’ commitment”. The current study sent out 255 questionnaires to bring together data from workers of the PESCO. The outcomes show that the leadership style significantly and positively affect employees’ commitment. The study provided significant results about the relationships among the research variables. Some recommendations have been emerged from the results to the policy makers and “future researchers to focus on the leadership” styles to get the desired results and keep the employees more committed and dedicated towards the concerned organizations.

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