ACHIEVEMENT STYLES OF WOMEN LEADERS AND THEIR PEERS: Toward an Understanding of Women and Leadership

Women's achievement was examined by studying the achievement styles and leadership outcomes of women college leaders as compared with those of a control sample of undergraduate men and women (Study 1) and with those of men college leaders (Study 2). Women leaders scored significantly higher than control women on six of nine achievement styles, scored higher than control men on three of nine, and derived satisfaction from a greater number of achievement sources than did women or men controls. Women leaders perceived more support from their institutions and attached more importance to contributing to their community and becoming an authority in their field than did men or women controls. Achievement style was related to leadership role, with endorsement of six styles correlated with attaining leadership. Achievement profiles of women leaders were replicated in Study 2. Men and women college leaders showed similar profiles on eight of nine achievement styles. However, women leaders were significantly less likely to derive satisfaction from competitive achievement than were men leaders.     

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.     

Effects of Gender and Dominance on Leadership Emergence: Incentives Make a Difference

Several decades of laboratory research have shown that high-dominant women, when paired with low-dominant men, are less likely than expected to emerge as leaders on gender-neutral tasks. The current study was designed to investigate the impact of an incentive on leadership emergence in mixed-gender pairs in which one member was high in personality dominance and one was low. Across incentive conditions, men high in personality dominance were more likely than women to emerge as leaders. Under the no-incentive condition, personality dominance relative to men did not significantly improve women’s leadership likelihood; men were more likely to emerge as leaders regardless of personality dominance. However, under the incentive condition, high-dominant women were significantly more likely to emerge as leaders than were their low-dominant male counterparts, and high-dominant men were also more likely than low-dominant women to emerge as leaders.     

Transformational,transactional, and laissez-faire leadership styles: a meta-analysis comparing women and men

A meta-analysis of 45 studies of transformational, transactional, and laissez-faire leadership styles found that female leaders were more transformational than male leaders and also engaged in more of the contingent reward behaviors that are a component of transactional leadership. Male leaders were generally more likely to manifest the other aspects of transactional leadership (active and passive management by exception) and laissez-faire leadership. Although these differences between male and female leaders were small, the implications of these findings are encouraging for female leadership because other research has established that all of the aspects of leadership style on which women exceeded men relate positively to leaders' effectiveness whereas all of the aspects on which men exceeded women have negative or null relations to effectiveness.     

WOMEN, LEADERSHIP, AND EMPOWERMENT

This paper is a review of leadership research, focusing primarily on women as leaders. The more recent perspective of studying leaders by examining followers is included; but research is sparse as to how leaders are perceived as empowering by their subordinates. A study in progress, conducted by Denmark, Nielson, and Scholl, indicates that stereotypes were more typically held by women against female leaders. However, a leader's ability to be empowering varies with status. The higher the status, the more empowering that individual is perceived, whether female or male. Yet, more men than women held higher status positions. More women are needed in high-level positions to better assess leadership and empowerment.     

The Relationship Between Gender Role Stereotypes and Requisite Military Leadership Characteristics

The continuing emphasis on the need to utilize fully women's leadership skills in traditionally or predominantly male environments highlights the need for understanding gender stereotypes and leadership characteristics perceived to be associated with various jobs. This study essentially replicates Schein's research (1973, 1975) to determine the extent of gender stereotypes held by military students for military leadership positions. The results indicate (1) continued disparity in men's perceptions of the similarities between women and leaders, (2) support of previous findings that women recognize similarities between women and leaders, (3) senior military students possess stronger masculine gender role stereotypes of successful officers than do students with less than 1 year of service in the military academy, (4) greater experience with being led by female leaders did not affect men's masculine gender role stereotypes of successful leaders, and (5) successful female cadet leaders perceive successful officers as having characteristics commonly ascribed to both women and men. These results are interpreted in light of previous research on gender roles and leadership, and the practical implications for meeting organizational, and individual objectives for successful utilization of women in military leadership positions are discussed.     

GENDER AND WORK HISTORY IN THE PLACEMENT AND PERCEPTIONS OF ELDER COMMUNITY VOLUNTEERS

This study explored factors that determine the types of volunteer jobs older adults are placed in, as well as factors that define the meaning of their roles. With a sample of 169 elder community volunteers (mean age, 73 years), we investigated the patterns of job perceptions of women and men in two types of volunteer positions: jobs that involved leadership and jobs that did not. A two-way MANOVA with gender and leadership as independent variables revealed that there was a significant interaction effect. When men are leaders, their sense of interpersonal feedback is higher than when they are non-leaders, but their sense of influence and autonomy is lower. Women in leadership jobs feel more influential and autonomous than their peers in non-leadership jobs. Subsequent analyses probing differences in job placement suggested that work history was a significant predictor of leadership jobs for men, but not for women. Correspondingly, men with prestigious preretirement work histories perceived their volunteer roles as less influential than men who had been in lower status jobs before retirement. Work history was not a predictor of job perception for women. These placement and perception issues are discussed within the context of an historical perspective on paid work, with special emphasis on gender.     

Gender and leadership aspiration: Interpersonal and collective elements of cooperative climate differentially influence women and men

Female leaders remain a minority. Because leadership aspiration is a predictor of advancement, understanding stimulating conditions is important. A neglected perspective is the impact of organizational climate. We propose that cooperative climate can engender individuals’ motivation to contribute to the organization through leadership, and that leadership aspiration of women and men is differentially sensitive to interpersonal and collective aspects of cooperative climate. We argue that women are more disposed toward relational self‐construal and men toward collective self‐construal, and hence women's leadership aspiration is more influenced by the interpersonal element of cooperative climate whereas men's leadership aspiration by the collective element of cooperative climate. Results of a survey of N = 404 employed men and women supported both hypotheses.     

Styles of Leadership

This paper will examine not leadership per se but the issue of what kinds of leaders emerge in what kinds of groups. It will focus on women—the kinds of women leaders that emerge, the styles of leadership utilized by women in contrast to those utilized by men, and the effects these kinds of leadership have on group behavior.     

In their humble opinion: How expressions of humility affect superiors’ assessments of leadership potential in the US Army

While leader humility has been linked to a number of positive outcomes, existing research speculates that expressions of humility may not be viewed positively in organizations with a highly directive or masculine culture – such as the military. Research has also suggested that men and women may be perceived differently when behaving humbly. A combination of four studies revealed that military superiors do take a positive view of humble behaviors in their subordinates, but it is not clear that humble leaders are viewed as having more potential than those who exhibit other positive leadership behaviors. Further, it appears that gender and humility interact to affect perceptions of leadership potential in the military, with humble men receiving more benefit from acting humbly than their female counterparts.     

Sex and leadership styles: a meta-analysis of research published in the 1990s

Empirical research on sex differences in leadership styles, published between 1987 and 2000 in peer-reviewed journals, is reviewed by means of a meta-analysis. 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.     

“My big sister the town supervisor”: Family leadership training is not just for boys

This study investigates gender similarity in the effects of birth order upon political leadership. Town supervisors were the leaders studied as there are a considerable number of women who attain this level of leadership. Questionnaires about birth order and family size were gained from 66 women who were town supervisors in New York State in 1992, and compared to a randomly selected sample of 57 male town supervisors. It was found that women as well as men town supervisors were more likely to have been first born in their families. However, whereas gender does not apparently influence the relevance of birth order for leadership, it clearly does exert an influence on the level of political leadership attained. Women town supervisors gained their positions in towns that were considerably smaller than the towns led by the male supervisors. Discussion concerned the nature of family experiences that contribute to leadership training, including those that may be different for girls and boys. Further research is needed to clarify barriers to female assertion of political leadership at more senior levels, because as this study shows, female leadership is being trained in families.     

Think Leader, Think Male and Female: Sex vs. Seating Arrangement as Leadership Cues

This investigation challenged the long-accepted male-oriented ideology of “think male, think leader” by using social and gender identity theoretical frameworks to examine same-gender biases and the situational leadership cue of the end-of-the-table position. In an experiment consisting of 241 undergraduates enrolled in a large southwestern university in the U.S. (105 men, 135 women, and 1 sex unreported), participants viewed diagrams of male and female figures, in either same-sex or mixed-sex groups, and selected a leader. The end-of-the-table cue held, but the 120 participants (74 women, 46 men) shown mixed-sex groups with a man and a woman shown at both ends of a table chose same-gender leaders significantly more than opposite-gender leaders. Whereas the results suggest that the “think leader, think male” ideology still holds among young men, findings also demonstrated a shift away from this ideology among young women.     

Gender Differences in Leadership Styles as a Function of Leader and Subordinates' Sex and Type of Organization

The main purpose of this study is to investigate gender differences in leadership styles and in organizational outcome variables, together with the influence of organizational/contextual variables on leadership styles in female and male participants in Spain. The sample comprised 226 participants (35 leaders and 191 subordinates) belonging to 35 work teams. The general findings show that only 2 of the 10 tested leadership styles are different for female and male leaders. Specifically, subordinates rate female leaders as more autocratic and negotiating than men, and this evaluation varies according to the subordinates' sex. We also found that some differences in the rating of female and male leaders depend on whether the organization is stereotypically feminine or masculine.     

The Making of Female Presidents and Prime Ministers: The Impact of Birth Order, Sex, of Siblings, and Father-Daughter Dynamics

Although research into the factors that may affect male achievement of political leadership is relatively robust, very few studies on the making of female presidents and prime ministers exist. This paper examines the literature on birth order, sex of siblings, and parent-daughter dynamics to see whether the findings for male political leaders—that first-born individuals will be overrepresented as compared with later-born siblings—also hold for female ones. Two other hypotheses were tested concerning differences in birth order and sex of siblings between female political leaders and a larger sample of women. A review of the literature on parent-daughter dynamics suggests that this may be another important variable for future research into explanations for the success of women who achieve senior-level positions of power. The findings suggest that first-born women, like first-born men, are overrepresented among political leaders; that first-born women are overrepresented among female political leaders as compared with their numbers in a larger sample population; and that fewer female political leaders have an older brother than would be expected to occur in a larger sample population. The last finding applies only for women who come to power in the period 1960–1989, not those who gained office more recently.     

A change will do us good: threats diminish typical preferences for male leaders

The current research explores role congruity processes from a new vantage point by investigating how the need for change might shift gender-based leadership preferences. According to role congruity theory, favorability toward leaders results from alignment between what is desired in a leadership role and the characteristics stereotypically ascribed to the leader. Generally speaking, these processes lead to baseline preferences for male over female leaders. In this research, the authors propose that a shift in gender-based leadership preferences will emerge under conditions of threat. Because the psychological experience of threat signals a need for change, individuals will favor candidates who represent new directions in leadership rather than consistency with past directions in leadership. Specifically, they find that threat evokes an implicit preference for change over stability (Experiment 1) and gender stereotypes align women with change but men with stability (Experiments 2a and 2b). Consequently, the typical preference for male leaders is diminished, or even reversed, under threat (Experiments 3 and 4). Moreover, the shift away from typical gender-based leadership preferences occurs especially among individuals who highly legitimize the sociopolitical system (Experiment 4), suggesting that these preference shifts might serve to protect the underlying system.     

Female Leadership and Role Congruity within the Clergy: Communal Leaders Experience No Gender Differences Yet Agentic Women Continue to Suffer Backlash

Role congruity theory predicts that female leaders will experience prejudice because the role of leader aligns more closely with the stereotypic male gender role than it does with the stereotypic female role. Yet the theory also states that the context of leadership matters. Female leaders in communal contexts often do not experience prejudice because the communal role is congruent to the female role. The purpose of my study is to examine female leadership within the context of the religious congregation and the profession of the clergy. Using multilevel models to analyze Wave 2 of the U.S. Congregational Life Survey (50,595 congregants in 255 congregations), I tested two competing hypotheses about whether the role of clergyperson is congruous or incongruous for women based on congregants’ perceptions of their leaders. I also hypothesized that female clergy using a more masculine leadership style would experience more prejudice. Results offer support for the hypothesis that female clergy experience role congruity, yet, I also found that they experience prejudice if they use a more masculine leadership style. These findings have implications that suggest that, even though there are behavioral restrictions for women, the profession of clergy is an amenable profession for female leaders.     

Gender and Leadership Aspiration: Supervisor Gender,Support, and Job Control

Understanding the role of leadership aspiration in the under-representation of female leaders is important, because aspiration is a key predictor of hierarchical advancement. A neglected perspective in the relationship between gender and leadership aspiration is the gender of the individual's supervisor. Supervisors can play an important role in providing support and in engendering a sense of control, and both support and control are precursors to leadership aspiration. Yet, supervisors may also act on gender biases that discourage women's leadership aspiration. We argue that there is an interaction between supervisor and subordinate gender such that men experience relatively high levels of support and control regardless of supervisor gender, whereas women experience more support and control and as a result display higher leadership aspiration with a female supervisor. A survey of N = 402 men and women supported these hypotheses regarding the subordinate gender by supervisor gender interactive influence on leadership aspiration, support, control, and the mediated moderation model.