Abstract
The overarching purpose of this study is to examine the moderating effects of power relations in organizations on the relationship between gender performativity and leadership effectiveness. Previous researches on the effects of gender on leadership effectiveness perceive gender as a dichotomized category and generalize the differences of biological sex to sharing gender norms and gendered expectations. This study was designed to explore how a diverse spectrum of gender performances impacts the configuration of leadership effectiveness. The study implemented hierarchical regression to analyze the data collected from 172 participants who are partners of 50 Wall Street law firms using an online survey questionnaire. The research results indicate that the partners possessing more feminine gender performance than masculine gender performance have higher scores of leadership effectiveness. The results also indicate that structural power, ownership power, and expert power moderate the relationship between gender performativity and leadership effectiveness.
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