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

Luthar, Harsh K.

doi:10.1007/bf01664773

Cited by 47 publications

(52 citation statements)

References 32 publications

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“…Like Luthar (1996), we did not observe the expected penalization effect of autocratic leadership on evaluations of female leaders (Eagly et al, 1992). Schaumberg and Flynn (2016) also found mixed evaluations of dominant female leaders with no or weak backlash effects.…”

Section: Discussioncontrasting

confidence: 60%

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

Hentschel

Braun

Peus

et al. 2017

European Journal of Work and Organizational Psychology

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2019) 'The communality-bonus eect for male transformational leaders leadership style, gender, and promotability.', European journal of work and organizational psychology., 27 (1). pp. 112-125.Further information on publisher's website: Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-prot purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details.

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Section: Discussioncontrasting

confidence: 60%

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

Hentschel

Braun

Peus

et al. 2017

European Journal of Work and Organizational Psychology

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“…Eagly, Makhijani, and Klonsky (1992) conducted a meta-analysis of experiments and concluded that female leaders were evaluated slightly more negatively than male leaders and that male participants had a stronger tendency to devalue female leaders. However, Luthar (1996) found that women gave higher performance ratings than men for female leaders. One study also indicated that when male leaders displayed feminine characteristics such as obliging, they were then rated as being less effective leaders (Korabik et al, 1993).…”

Section: Sex Differences In Leadershipmentioning

confidence: 89%

Leadership and Gender in Public Relations: Perceived Effectiveness of Transformational and Transactional Leadership Styles

Aldoory¹,

Toth²

2004

Journal of Public Relations Research

144

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“…Contrary to our hypothesis, women were also not penalized for agentic behavior, although this could be due to the female‐dominated nonprofit context in which having a women leader is not unusual. While some previous research did indeed find a devaluation effect of women leaders showing more agentic behaviors (Eagly et al, ), others did not (Luthar, ).…”

Section: Discussionmentioning

confidence: 85%

Leading volunteers: Investigating volunteers' perceptions of leaders' behavior and gender

Schreiner

Trent

Prange

et al. 2018

Nonprofit Mgmnt & Ldrshp

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Volunteer coordinators' leadership plays a central role in the efforts to retain volunteers and increase their commitment to an organization; however, research on volunteers' perceptions of their leaders is scarce. Given the challenges of leading volunteers, we present two studies to investigate the effectiveness of consideration and initiating structure for volunteer coordinators. First, we theorized and tested how well findings from the business and government sectors fit today's volunteer domain by studying volunteers' perceptions of their current coordinators' leadership. Using a sample of volunteers across the nonprofit sector, we found that consideration and initiating structure were related to different criteria. Initiating structure was positively related to volunteers' feelings of competence and to role clarity, while consideration was negatively related to burnout. Both leader behaviors were positively related to volunteers' satisfaction with their coordinator. In our second study, using a different sample of volunteers in nonprofit organizations, we employ a vignette study design to show how the gender of the coordinator influences the perception of his or her behavior. By manipulating the coordinators' gender via vignette descriptions, we found evidence of the communality‐bonus effect for men as men coordinators' leadership effectiveness was rated higher than women coordinators' effectiveness when displaying gender stereotype incongruent consideration behaviors. On the other hand, there was no difference between leaders' genders regarding initiating structure. Volunteers' satisfaction with their coordinator did not differ significantly based on coordinators' gender. We share several practical and theoretical implications of these findings for leaders of volunteers.

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

Cited by 47 publications

References 32 publications

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

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

Leadership and Gender in Public Relations: Perceived Effectiveness of Transformational and Transactional Leadership Styles

Leading volunteers: Investigating volunteers' perceptions of leaders' behavior and gender

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