GENDER DIFFERENCES IN THE LEADERSHIP STYLES
Keywords:
leadership, gender differences, leadership style.Abstract
The issue of how women and men view the concept of leadership is still under debate, according to scientists. Some have discovered gender differences in the way certain managers understand leadership whereas others are of the opinion that such differences are gradually fading.The main objective of research has been that of indentifying significant gender related differences in various styles of leadership.The Multifactor Leadership Questionnaire (MLQ) has been used to this purpose. There have been no differences found in what preferences over certain styles of leadership are concerned. The only gender difference lies in the level of effort employers are making. It has been discovered that as opposed to male managers, female managers tend to be more demanding of their employees when it comes to carrying out their work tasks.References
Bass, B. M. & Avolio, B.J., (1994b). Shatter the glass ceiling: Women may make better Managers. Human Resource Management Journal, 33, 549-560
Bass, B. M., Avolio, B.J.& Atwater, L., (1996). The transformational and transactional leadership of men and women. Applied Psychology: An International Review, 45, 1, 5-34
Bass, B. M., Avolio, B.J., adaptat în România de Iliescu, D., Beldean, F., Sântion, F. (2004). MLQ. Chestionarul Multifactorial de Leadership. Manual tehnic şi interpretativ, Editura Sinapsis, Cluj-Napoca
Carless, S. A. (1998). Gender differences in transformational leadership: an examination of supervisor, leader, and subordinate perspectives, Sex Roles: A Journal of Research, 39 (11-12), pp.887- 888
Clocotici, V., Stan, A., (2000). Statistică aplicată în psihologie. Editura Polirom, Iaşi
Druskat, V. U., (1994). Gender and leadership style: Tranformational and transactional leadership in the Roman Catholic Church. Leadership Quarterly, 5, 99-119
Fein E.C., Tziner A., Vasiliu C. (2010). Age cohort effects, gender, and Romanian leadership preferences. Journal of Management Development, Vol. 29 Iss: 4, pp.364 - 376
Schilling, J. (2009). From Ineffectiveness toDestruction: A Qualitative Study on the Meaning of Negative Leadership. Leadership, vol. 5, 1: pp.102-128
Yammarino, Shelley D. D., Comer, F.J, Dubinsky, L.B., Jolson, M.A. (1996). Transformational and Transactional Leadership of Female Managers: Predicting Subordinate Effectiveness and Performance. Journal of Leadership & Organizational Studies; vol. 3, 2: pp. 134-147.
