Male versus female leaders: A comparison of empirical studies

One of the popular reasons given for differential treatment of women in management stems from stereotyping females as ineffective leaders. Thirty-two female leadership studies were reviewed. Trait, style, and contingency leadership theories were used as a framework to analyze the studies. The trait studies consistently supported the traditional attitude that women lack adequate leadership characteristics. Both style and contingency studies were split as to whether women were effective or ineffective leaders. Most student studies supported the commonly held beliefs about women's leadership style and effectiveness. On the other hand, managerial studies did not support the typical female stereotyping; this suggests the possibility of a socializing process modifying practicing managers' attitudes towards women, and it also raises a question about the validity of stereotyping as a discriminatory causal factor in managerial environments. Before more conclusive statements can be made, further sex-related leadership research controlling for subjects and methodology is suggested.