Gender Role Self-Concept, Categorical Gender, and Transactional-Transformational Leadership

Wolfram, Hans‐Joachim; Gratton, Lynda

doi:10.1177/1548051813498421

Cited by 28 publications

(32 citation statements)

References 73 publications

(133 reference statements)

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“…The results also add to recent research on leadership which demonstrates that it is advantageous for both male and female leaders to have masculine and feminine attributes [145]. They also challenge the often-assumed inextricable link, and interchangeable use, of the concepts of leadership and the alpha female.…”

Section: Discussionsupporting

confidence: 67%

Masculinity, femininity, and leadership: Taking a closer look at the alpha female

Sumra

2019

PLoS ONE

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An extensive review and textual analysis of the academic and popular literature of the human alpha female was conducted to examine the social construction and expression of the alpha female identity in a small non-random sample of North American women (N = 398). This review revealed 2 predominant alpha female representations in the literature–one more masculine versus one more feminine–and 21 alpha female variables. In this sample of women, the “alpha female” was found to be a recognized socially constructed female identity. Univariate analysis revealed positive and highly significant differences in self-reported mean scores between alpha (N = 94) and non-alpha (N = 304) females for 10 variables including, masculine traits, leadership, strength, low introversion, self-esteem, life satisfaction, sexual experience, initiates sex, enjoys sex and playing a dominant role in sexual encounters, with alpha females scoring higher than non-alphas. The measure of masculine traits was identified as the only predictor of alpha female status as per the multiple regression model. Interestingly, both alpha and non-alpha women scored the same for the measure of feminine traits. Further, both groups scored higher for feminine traits than masculine traits. The results also revealed that neither social dominance nor sexual dominance were predictors of alpha female status which challenge academic and popularized representations of this identity. The results suggest that although the alpha female is often regarded as an exceptional and, at times, an exoticized form of femininity, like other femininities, her identity is marked by contradictions and tensions

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Section: Discussionsupporting

confidence: 67%

Masculinity, femininity, and leadership: Taking a closer look at the alpha female

Sumra

2019

PLoS ONE

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“…Moreover, effective contemporary leaders are often described as transformational leaders who have feminine attributes, such as being supportive and a capacity to empower subordinates (Yukl, 2006) while also maintaining masculine attributes such as self-confidence (Eagly & Carli, 2007). Evidence suggests that how women lead is more closely related to transformational leadership (Vinkenburg, van Engen, Eagly, & Johannesen-Schmidt, 2011; Wolfram & Gratton, 2014); thus, organizations might consider fostering organizational cultures that encourage men to make intentional efforts toward learning and performing feminine leadership behaviors. By performing these behaviors, considered as out-group members’ behaviors, professionals at high-status levels might gradually accept such behaviors as their own in-group members’ behaviors and reduce differences in perceptions of identity between groups.…”

Section: Discussionmentioning

confidence: 99%

Conceptual Review of Underrepresentation of Women in Senior Leadership Positions From a Perspective of Gendered Social Status in the Workplace

Seo

Huang

Han

2017

Human Resource Development Review

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An increasing number of studies report more similarities than differences in leadership styles between women and men. However, the evident vertical gender segregation at top management levels still remains a common phenomenon for various organizations. This consistent disparity needs to be addressed by identifying the underlying mechanism embedded in organizational structures that portrays women as less suitable for senior leadership positions than their male counterparts, although evidence suggests that there is no substantial gender difference in leadership styles or behaviors. This conceptual review articulates the deeply rooted gendered social status of organizations by delineating conceptual constructs and relationships regarding women's delayed advancement to senior leadership positions. The resulting model further implies that the gendered social status associated with women could compromise the effectiveness of human resources development (HRD) interventions initially developed to help women. This understanding prompts reexamination of existing HRD interventions to support women's career advancement to senior leadership positions in organizations.

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“…It means a transformational leader promotes the involvement of employees in the decision-making process. Some authors reason that a transformational leadership style is associated with the female gender role (Pounder and Coleman, 2002; Wolfram and Gratton, 2014). In this sense, according to Druskat (1994), women value connection, collaboration and discussion, concluding that female managers exhibit significantly more transformational leadership behaviors and significantly fewer transactional leadership behaviors than male leaders.…”

Section: Literature Review and Hypothesismentioning

confidence: 99%

Cross Cultural Analysis of Direct Employee Participation: Dealing With Gender and Cultural Values

et al. 2019

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The goal of this study is analyze the influence of perceived supervisor support (PSS) by employees at a micro level and the role of the cultural values of “power distance” and “masculinity” at a macro level on direct employee participation in decision-making (PDM). Furthermore, the influence of the gender of managers and employees is taken into account. The analysis is based upon the Sixth European Working Conditions Survey carried out by Eurofound in 2016. The results of a Hierarchical linear model indicate that all predictors significantly influenced PDM; PSS positively and cultural values negatively. When the gender of managers and employees is considered, the findings suggest that PSS has a larger impact on PDM when male managers address female employees. Regarding the moderating effect of PSS on cultural values, it is shown that masculinity and power distance lose importance when employees have the support of their supervisors.

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Gender Role Self-Concept, Categorical Gender, and Transactional-Transformational Leadership

Cited by 28 publications

References 73 publications

Masculinity, femininity, and leadership: Taking a closer look at the alpha female

Masculinity, femininity, and leadership: Taking a closer look at the alpha female

Conceptual Review of Underrepresentation of Women in Senior Leadership Positions From a Perspective of Gendered Social Status in the Workplace

Cross Cultural Analysis of Direct Employee Participation: Dealing With Gender and Cultural Values

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