Gender differences in evaluation of performance and leadership ability: Autocratic vs. democratic managers

This laboratory experiment involved 290 undergraduate seniors (130 females and 160 males) who were taking the capstone course in business policy in the college of business at a large university. The population of business seniors from which the random sample was drawn consisted of approximately 3.7% African Americans, 7% Asians, 1% Hispanics, and 88.3% white Americans. The study investigated the impact of autocratic and democratic leadership styles on the perception of how well male and female managers perform as well as the leadership ability attributions made to them. It was found that, in general, democratic managers are perceived to be much higher performers, and superior leaders when compared to autocratic managers. There was some support for the gender contrast effect in that the autocratic female managers were perceived to be higher performers than autocratic male managers. Further, the study found support for the perceptual similarity thesis. Male subjects tended to evaluate other male managers higher while female subjects were partial to female managers in their evaluations. In particular, female subjects gave autocratic male managers very low evaluations on performance and judged them to be inferior leaders. The female subjects, however, gave female autocratic managers substantially higher evaluations in terms of both performance and leadership ability.     

性别角色认定对领导风格的影响：以女性创业者为例

领导风格的性别差异一直受到关注。以往的研究有两种观点：领导风格存在性别差异,女性的领导风格更有效;领导风格不存在性别差异。而最新研究认为领导风格差异源于社会性别角色,探讨女性创业者的性别角色认定特征及其对领导风格的影响十分必要。实证结果显示,不同性别角色认定的女性创业者在领导风格上存在差异,双性化者多采用高定规、高关怀的领导方式,女性化者多采用高关怀的方式,而男性化者则多采用高定规的方式。影响领导风格的并不是个体的性别本身,而是其对性别角色的认定。     

Another look at gender-related differences in leadership behavior

This investigation examined self-related behavioral differences in terms of broad leadership styles using a methodology that minimized biases inherent in research designs previously employed to investigate this area. Subjects consisted of 40 males and 41 females who served in the role of leader, and who instructed both a male and a female subordinate in a card-sorting task. Experimental sessions were tape-recorded and transcribed, after which judges classified word phrases into various language categories. Factor analysis of the language categories yielded two factors of verbal behavior within a leadership situation: a socially oriented style and a task-oriented style. In contrast to generally accepted stereotypes, results indicated that within the present experimental context male leaders preferred to use phrases that indicated a more social style than female leaders. However, both male and female leaders used language that indicated a task-oriented approach to a significantly greater degree when instructing a female rather than a male subordinate. Implications and interpretations of the results are discussed.     

Adorable woman,expert man: Changing gender images of women and men in management

In the past, leadership was perceived to be the special province of males and still females tend not to occupy top management positions. Traditional social stereotypes hold that a leader needs to have typical masculine characteristics: he needs to be competitive, aggressive, tough and successful. Due to important changes in the conception of the societal female and male gender role during the last decades it can be assumed that the classical sex role stereotypes have at least become less polarized. Obituaries concerning deceased male and female managers, published in the years 1974, 1980 and 1986 in four daily newspapers were content analysed. Terms used to describe the managers were classified into 53 categories and included in a correspondence analysis. The results show that images of male and female managers were dissimilar in 1974 and 1980 and were still different in 1986. Male managers were perceived as intelligent, knowledgeable, experienced, outstanding instructors, unselfish opinion-leaders with an enviable entrepreneurial spirit. Women, on the other hand, were described as adorable, likeable superiors in 1974 and 1980. Some years later, in 1986, they became fighting managers: their surviving colleagues described them as courageous, highly committed workers who, nevertheless are still lacking in knowledge and expertise.     

Relationship Between Emotional Intelligence and Transformational Leadership Style: A Gender Comparison

This study examined the predictive relationship between emotional intelligence and transformational leadership style. The researchers also wanted to determine gender differences in the relationship between emotional intelligence and transformational leadership style, as well as the gender differences in the emotional intelligence scores and transformational leadership style of managers. A significant predictive relationship (p < .05) was found between transformational leadership style and emotional intelligence. No significant interaction (p < .05) was found between gender and emotional intelligence while predicting transformational leadership style. A significant difference (p < .05) was found in the emotional intelligence of scores of male and female managers. Lastly, no significant difference (p > .05) was found in the transformational leadership scores of male and female managers.     

Cross-national stability of a leadership model

This study explored 60 Greek-Cypriot managers' perceptions of different dimensions of leadership. Analyses using structural equation modeling were performed to examine the invariance of the Flamholtz six-factor leadership model. The same leadership styles observed in samples from countries previously studied were present in the sample from Cyprus. In terms of the importance assigned to each style of leadership, Cypriot managers emphasized the more directive styles to a greater extent than other styles.     

Gender Differences in Transformational Leadership: An Examination of Superior,Leader, and Subordinate Perspectives

This study examined gender differences intransformational leadership from multiple perspectives.The sample was employees of a large international bank inAustralia. Ratings were obtained from branch managers' (n = 120 female and n = 184 male), theirsuperiors (n = 32) and subordinates (n = 588). Thefindings showed that superiors evaluated female managersas more transformational than male managers. Consistent with the superior observations, at the globallevel, female managers rated themselves as moretransformational than males, however, at the morespecific, behavioral level of analysis, significantgender differences were noted only for those subscaleswhich are more interpersonally-oriented. Subordinatesevaluated their female and male leadersequally.     

Is self-sacrificial competitive altruism primarily a male activity?

This study explored the basis of self-sacrificial prosocial behavior in small groups. Seventy-eight undergraduates (39M, 39F) filled out a thirty-item personality scale and then participated in a "group problem-solving study" in which the monetary success of a three-person group depended upon one of its members volunteering to endure pain (a cold stressor test) and inconvenience (being soaked in a dunk tank). There were 13 groups consisting of two females and one male, and 13 groups consisting of two males and one female. Across groups, the behavior of the altruist was judged to be more costly, challenging, and important and he/she was liked better, rewarded with more money, and preferred as a future experimental partner. Groups containing two males showed more evidence of competition to become altruists than groups containing two females, and personality traits were more effective predictors of altruistic behavior in males than in females. We conclude that competition between males and "showing off" are key factors in triggering self-sacrificial altruistic behavior.     

Gender Differences in Supervisors’ Use of Performance Feedback1

This study examined whether male and female supervisors differed in their delivery of performance feedback to subordinates. Male and female subjects supervised 2 confederate subordinates whose performance was stable and either above or below average. Supervisors regularly checked each subordinate's performance and could deliver one of several feedback messages. A MANOVA was performed on frequency of specific negative, general negative, specific positive, general positive, and neutral feedback messages, followed by step down analyses to isolate which dependent variables contributed uniquely. Male and female supervisors were distinguished by their use of specific negative feedback. Males were more likely to provide such messages to poorly performing subordinates, a result consistent with suggestions that males are characterized by a more directive leadership style.     

When the Sales Manager is a Woman: An Exploration into the Relationship Between Salespeople's Gender and their Responses to Leadership Styles

This paper reports the results of an exploratory study comparing the responsiveness of male versus female salespersons to differing leadership styles of female sales managers. Responding triads, made up of one female sales manager and two subordinate salespersons (one male and one female), completed questionnaires assessing the managers' leadership style, the salespersons' satisfaction with supervision, and the salespersons' selling performance. Partial correlational analysis revealed gender differences in the way satisfaction with supervision and performance effectiveness related to the female managers' leadership styles. Male sales force members were most responsive to leaders who displayed individualized consideration and used a transactional style (contingent rewards or management by exception). Saleswomen preferred charismatic leaders and those who were capable of intellectually stimulating methods. The results are discussed and recommendations made for future research.     

Gender ratio,societal culture,and male and female leadership

Top management teams are worldwide largely composed of men, with relatively few female members. The gender ratio in top management is indicative of the position of women in management within the organization, as well as related to leadership behaviours of male and female managers. In the present study, the relative importance of societal culture, organizational, and individual characteristics in explaining leadership behaviours and the associations of gender and gender ratio with leadership behaviours are studied. Hypotheses are tested with multi‐level analyses using a dataset with information from subordinates rating leadership behaviours of 12,546 managers in 437 organizations in 32 countries. The results show that in a three‐level model (i.e., societal, organizational, and individual level) to explain leadership behaviours, differences in leadership behaviours are predominantly explained by individual differences, followed by organizational and societal differences. Further, after controlling for societal influences, a higher gender ratio (relatively more female managers), was positively associated with consideration and negatively related to initiating structure. Moreover, for male managers, there was a negative association between gender ratio and initiating structure, indicating that male managers in organizations with more female managers tend to engage less in initiating structure, whereas the leadership behaviours of female managers were not associated with the gender ratio.     

Leadership ratings for male and female military cadets

Ratings of leadership ability for 1096 male and 91 female cadets at the U.S. Military Academy (West Point) were examined for gender differences. Males were rated significantly higher than females for two of the three rating periods. Correlates of these ratings were examined in an effort to explore the meaning of such ratings for males and females. For both male and female cadets, situationally specific correlates of leadership ratings were identified. Physical ability and performance were most highly correlated with leadership ratings during summer training camp, while academic ability and performance were most highly correlated with these ratings during the academic year. These correlations were generally higher for females than for males. The value of such information to organizational newcomers and the means by which such information might be transmitted to them were discussed.     

Effects of Anticipated Interaction,Sex, and Homosexual Stereotypes on First Impressions1

The effects of anticipated interaction on liking were examined, with the person being evaluated sometimes being presented as a member of a negatively stereotyped group. The stereotype studied was that associated with male homosexuals. The standard effect of anticipated interaction causing increased liking was obtained when females rated either a homosexual or a non- homosexual male and when males rated a nonhomosexual male. When males anticipated interacting with a homosexual male, however, they rated him less favorably than did males who did not anticipate interacting with him. It was also found that both males and females liked the stimulus person less and attributed stereotypic traits to him more when he was homosexual than when he was not. These latter effects were stronger for males than for females.     

Giving Credit Where Credit Is Due: A Case of No Sex Bias in Attribution1

This study examines the effects of informational cues on the attribution of success in a masculine task. Israeli managers (subjects) first evaluated the performance of a fictitious male/female manager and then attributed a cause to his/her success in attaining the managerial position. As predicted, performance evaluation affected the attribution and manager sex did not. An unexpected association between leadership style and attribution was found. Implications of these findings for female managers and for further research are considered.     

The communality-bonus effect for male transformational leaders – leadership style,gender, and promotability

Women have made considerable inroads into the workforce but remain underrepresented in leadership positions. Even though studies show that men and women hardly differ in their leadership behaviours, we argue that male and female leaders are evaluated differentially contingent on the gender-congruence of their leadership style. Drawing arguments from expectancy violation theory, we investigate evaluations of men and women who show transformational leadership (a style consisting of communal behaviours in line with stereotypes about women) and autocratic leadership (a style consisting of agentic behaviours in line with stereotypes about men). We employed a three-study research design combining two experimental studies and a two-wave field study with business leaders (overall N = 344). Overall transformational leadership resulted in higher evaluations of promotability due to higher perceptions of leaders’ communality and leadership effectiveness. Importantly, these effects were stronger for men, and men showing transformational leadership were evaluated to be more promotable than women. This implies a communality-bonus effect for male transformational leaders. There was no difference in promotability evaluations for women versus men showing autocratic leadership. This effect was mediated by agency and effectiveness perceptions for women but not for men. Implications are discussed.     

Gender‐typing of leadership: Evaluations of real and ideal managers

This research focuses on female underrepresentation in managerial positions. Specifically, two studies examine gender‐typing for managerial roles in Spain using ratings for real and ideal managers. In addition, we analyse the existence of same‐gender bias on evaluations of the behavior of actual leaders. In the first study, 195 Spanish workers evaluate the extent to which gender‐stereotypical traits are important for becoming a successful middle manager in three conditions (female managers, male managers, and managers in general). In the second study, we explore the degree to which the behavior of real Spanish managers is gender‐typed and the existence of same‐gender bias on leadership styles – transformational, transactional and avoidant/passive – and on leadership outcomes – effectiveness, extra effort and satisfaction – from the perspective of subordinates (N = 605). Overall, the results demonstrate that masculine characteristics were rated as more important than feminine characteristics for managerial positions, and they were more often assigned to male managers than to female managers. Unexpectedly, this manager‐male association is stronger among female participants than among male participants. Our findings also demonstrate that women subordinates evaluate their same‐sex supervisors more favorably in transformational leadership, effectiveness, and extra effort. The negative consequences derived from gender‐typing managerial positions are highlighted according to the role congruity theory of prejudice toward female leaders. The positive effects of in‐group female bias on behavior ratings are also noted. The mixed implications of these results for women's advancement to leadership positions are discussed.     

Promoting leadership behaviors in low performance-self-esteem women in task-oriented mixed-sex dyads1

Methods for promoting leadership behaviors in low performance-self-esteem women were explored in two studies. Female undergraduates were paired with male peers who had either very similar or much higher scores on the Performance-Self-Esteem Scale. The mixed-sex dyads in Study 1 were given either no leader, chance-based leader, or ability-based leader instructions. Study 2 included only the latter two conditions and allowed subjects preparation time between leader appointment and the dyadic interaction. All leader appointments were given to the female dyad member. Members' influence was measured by verbal interaction counts, decision outcome scores, and members' ratings. Both leader conditions were successful in promoting female leadership behavior in Study 2, as measured by verbal interactions, but neither was successful in Study 1. Results indicated that Study 2 females exercised a helpful leadership style and that Study 2 males were satisfied with their partners' role in the interaction.     

The effect of supervisor and trainee therapist gender on supervision discourse

The effects of supervisor and trainee therapist gender on supervision discourse were examined in this study. Forty episodes of supervision discourse, with ten drawn from each of four types of supervision systems were videotaped. The systems were (1) male supervisor and male trainee therapist; (2) male supervisor and female trainee therapist; (3) female supervisor and male trainee therapist; and (4) female supervisor and female trainee therapist. The episodes of supervision discourse were analysed using a supervision discourse coding system which showed adequate inter-rater reliability. For supervisors, the coding system allowed a directive discourse style and a collaborative discourse styled to be coded. A cooperative discourse style and a resistant discourse style could be coded for trainee therapists. Two statistically significant findings of considerable theoretical and clinical importance emerged. First, contrary to stereotypic expectations, discourse characterized by a directive supervision style and a resistant trainee therapist style was more common for systems containing a female supervisor than for those containing a male supervisor. Second, for same gender supervisor-trainee-therapist supervision systems, a collaborative systemic supervision style was correlated with both cooperative and resistant trainee therapist styles. This discourse pattern did not occur for opposite gender supervision systems, indicating that a collaborative supervision discourse style is consistently associated with trainee therapist parti-cipation (either cooperatively or resistantly) within same gender pairings of supervisors and trainee therapists. These results are discussed in light of relevant literature on gender, power and supervision process and the limitations of the study are considered.