Abstract
ABSTRACT Previous research on differences in male and female leadership attribute consensus formation to female leadership styles. However, I argue that consensus in the context of chief justice leadership is more akin to male forms of leadership. Proceeding from Meier and O’Toole’s theory of public management, I argue in this article that female chief justices should value consensus less than other duties and responsibilities. I test hypotheses using a survey of current and former state high court justices. The results show that female justices greatly devalue consensus and are more likely to place importance on interactions with state legislatures.
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