The aim of this paper is to review research available on gender and nationality as determinants of leadership style, with special focus on top leaders/managers. The paper is based on a systematic literature review. The systematic literature search resulted in 27 papers, that were grouped in five categories: 1) Leaders' characteristics, behavior and style, 2) Perception regarding leaders, their traits and leadership styles, 3) Women's barriers towards leader positions, 4) Leadership outcome/results, 5) Effect of research methods on leader evaluation. Questionnaires were the most used research method in the reviewed studies. Almost half of the papers focus on the US, while the rest deal with African, Asian, and European countries. In this review, we found that women and men have a very similar perception of a successful manager. However, women and men display differences in their leader behavior and characteristics, and way of leading. "Results/outcomes" of such a leadership can differ. The review shows, furthermore, that a glass ceiling and other barriers for women do still exist.The paper ends by identifying the needs for further research in the study area.

<p>Inter-organizational networks are frequently used to execute large and megaprojects. This study develops a theoretical framework for the governance of these networks. Twenty-eight case studies, each representing a network for a project, were assessed using 124 interviews in ten countries. A three-layer governance model is derived from the analysis. At the lowest layer (network governance) is the individual network of organizations collaborating in a project. This layer is explained through Multi-level Governance Theory. The intermediate layer (governance of networks) addresses the steering of the different networks these organizations are part of, such as for training, certification, safety etc.. At the top layer (metagovernance) are the ground-rules, set by governments or other investors to regulate how the two other layers are allowed to set up their governance. The study’s resulting theory combines three so far separate levels of governance into an overall understanding of large inter-organizational networks for projects. It provides parameters for practitioners to optimize their networks for better project results.</p>

Purpose The purpose of this paper is to develop a reliable and valid field survey research instrument to assess national cultural cognitive templates of preferred leader behaviour dimensions to facilitate education, development, and training of managerial leaders operating across diverse organisations. Design/methodology/approach The study consists of focus group evaluations of the validity and the translations to local languages of a survey instrument assessing leader behaviour preferences in business organisations. Findings The studies find that the survey instrument and its translations are valid and reliable for assessing preferred leader behaviour across national cultures. The length of the survey is problematic, and a new project is underway to produce a shorter version with equivalent reliability and validity. Research limitations/implications As the research project is long term, at this point, a relatively long survey is available for research, with a shorter version planned for the future. Practical implications Practical implications include producing and validating a field survey research instrument that is reliable and valid across cultures and languages, and can be employed to improve the understanding, development, and education of managers and leaders of international business organisations. Social implications Management and leadership processes are employed in all aspects of life, and can be better understood and improved through this research project. Originality/value The majority of cross-cultural research is leader-centric studies of implicit leader characteristics; this project expands the scope of studies further into follower-centric studies of observed leader behaviour.

The purpose of the article is to investigate whether female presence in microfinance institutions’ management team, i.e. board members, managers and loan officers, will improve their financial performance. We combine financial data on MFIs that is available from the MIX Market database with original data on the gender composition of MFIs’ management team, who include board members, managers and loan officers. This original dataset of 223 MFIs is analyzed using Logit-Tobit regression models with return on assets (ROA) as the dependent variable and proportion of female board members, female loan officers and female managers as the main independent variables. We find that a higher proportion of female managers and female loan officers improve financial performance in microfinance, while a higher proportion of female board members does not. Our results indicate that a major contributor to the financial sustainability of microfinance institutions is having a higher rate of women in vital decision-making roles, especially lower level management positions.

Purpose The purpose of this paper is to refine and validate the most widely used leader behavior measurement instrument, LBDQXII, into a more parsimonious instrument for assessing cognitive templates of preferred leader behavior across cultures. Design/methodology/approach The 100-item LBDQXII survey was administered to 6,451 participants from 14 countries; these data were used to refine the survey. Findings The shorter survey instrument is a valid and reliable tool for assessing preferred leader behavior. Four periods in the LBDQXII “evolution” are identified: emergence, expansion, stagnation and revival. Research limitations/implications The new LBDQ50 can be used to collect data across cultures, contributing to both global management development and scholarly studies. Practical implications This project corresponds to calls to shorten the well-established leader behavior instrument into a measurement tool that is reliable and valid across cultures and languages. This can be administered by both private and public organizations, contributing to greater effectiveness. Furthermore, it retains its scholarly scope encompassing follower-centric studies of leadership. Social implications Leadership processes are found in all aspects of life and can be better understood and improved within and across cultures using the shorter version. Originality/value An efficient instrument to measure preferred leadership behavior across and within cultures. The availability of the LBDQ50 will allow practitioners and researchers to advance understanding of preferred leadership behavior as a predictor of organizational effectiveness. Most such instruments are overly-long, which hinders data collection opportunities. This newly developed instrument can lead to better response rates and easier applicability in organizational settings.