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| Untersuchte Arbeit: Seite: 58, Zeilen: 1-20 |
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| [Among these research issues, gender stereotypes and gender impacts on leadership expectations/]leadership styles have been the most controversial research issues because there are contradicting results about whether there are gender impacts on leadership styles. If there are gender differences, whether these differences are affected by gendered stereotypical roles is also a current research issue in the fields of management and communication.
Some researchers believe there are gender differences in leadership effectiveness and leadership styles as perceived by subordinates. For example, Eagly, Makhijani, and Klonsky's (1992) analysis of experimental study results demonstrated that female leaders were evaluated slightly more negatively than male leaders. In particular, male participants tended to devalue female leaders. Some other research findings also demonstrated that there were gender impacts on transformational and transactional leadership styles. For example, the results of Bass and Avolio's (1994) study demonstrated that female leaders tended to display more transformational leadership styles than male managers. In addition, female leaders who used a transformational leadership style were evaluated more positively than male leaders who displayed this leadership style. Other researchers, however, believe there was no gender difference in leadership styles. For example, Komives' (1991) study demonstrated that there was no gender difference in terms of transformational or transactional leadership ratings as perceived by resident hall staffs. The results of Careless' (1998) study also demonstrated that there was no difference in subordinates' evaluations of transformational leadership style for male and female managers. Bass, B. M., & Avolio, B. J. Eds. (1994). Improving organizational effectiveness through transformational leadership. Thousand Oaks, CA: Sage Publications. Careless, S. A. (1998). Gender differences in transformational leadership: An examination of superior, leader, and subordinate perspectives. Sex Roles [sic], 39, 887-902. Eagly, A.H., Makhijani, M.G., & Klonsky, B.G. (1992). Gender and the evaluation of leaders: A meta-analysis. Psychological Bulletin, 111, 3-22. Komives, S. R. (1991). Gender differences in the relationship of hall directors' transformational and transactional leadership and achieving style. Journal of College Student Development, 32, 155-165. |
Among these research issues, gender stereotypes and gender impacts on leadership expectations/leadership styles were the most controversial research issues because there were contradicting results about whether there are gender impacts on leadership styles or not. If there are gender differences, whether these differences are affected by gendered stereotypical roles or not is also a current research issue in the fields of management and communication.
Some researchers believed there were gender differences in leadership effectiveness and leadership styles as perceived by subordinates. For example, Eagly, Makhijani, and Klonsky's (1992) analysis of experimental study results demonstrated that female leaders were evaluated as slightly more negative than male leaders. In particular, male participants tended to devalue female leaders. Some other research findings also demonstrated that there were gender impacts on transformational and transactional leadership styles. For example, the results of Bass and Avolio's (1994) study demonstrated that female leaders tended to display more transformational leadership style then male managers. In addition female leaders who used a transformational leadership style were evaluated more positively than male leaders who display this leadership style. Some other researchers believe there was no gender difference in leadership styles. For example, Komives' (1991) study demonstrated that there was no gender difference in terms of transformational or transactional leadership ratings as perceived by resident hall staffs. The results of Careless' (1998) study also demonstrated that there was no difference in subordinates' evaluations of transformational leadership style for male and female managers. References Available Upon Request |
The source is not given. |
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