Abstract
This article examines the longitudinal relationships between leader gender, leadership style, gender congruence between leaders and followers, and employee job satisfaction over time. Drawing on gender stereotype and role congruity theories, it reviews how communal attributes ascribed to females can initially disadvantage women in leadership roles by compromising their perceived competence. However, evidence indicates such bias may fade as individuals gain experience observing a leader's actual behaviors, values and competencies through ongoing interactions. Specifically, a five-year longitudinal field study found women leaders initially received marginally lower evaluations than men but ended with equal or higher ratings as preconceptions diminished. Additionally, demonstrating a transformational leadership style emphasizing inspiration and development associated positively with follower well-being across genders and leader-follower gender alignments. Practically, organizations that implement regular assessment and mentoring activities appear most effective at fostering truly inclusive cultures where talent, not attributes, drive satisfaction and career outcomes long-term.
Published Version
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