Abstract
Gender stereotypes and transformational leadership can be viewed through the lens of implicit leadership theories (ILTs). Implicit theory suggests that one's idea of what effective leadership is has a large impact on leadership ratings and as a result, leadership questionnaire often yield biased ratings of leadership behavior (Rush, Thomas and Lord, 1977). Maher (1997) has examined gender related stereotypes and concluded that men may have similar ILTs for male and female leaders but women may have different ILTs for both genders. Female leaders attribute their use of relational styles to their transformational leadership whereas men feel that their power and direct styles contribute to transformational leadership (Komives, 1991). This may suggest that women have ILTs of transformational leadership that include more developmental and nurturing behaviors than men. This paper will highlight the various traits associated with male and female leaders and its impact on the workplace. Most research journals tend to focus on quantitative approach. However, this paper explores the theory of transformational leadership through a case study approach. While these interviews and accounts may not be generalizable, however they could provide insights to the already conducted quantitative work.
Highlights
Leadership is quite a popular topic today in both psychology and business, with organizations spending enormous amounts of money each year on the identification, development, and training of leaders in the hope that doing so will result in consistently strong leadership and sustained organizational success.The present study focuses primarily on two topics in the ambit of leadership: transformational leadership and implicit leadership theories
Transformational leadership is an all-encompassing approach that can be used to describe a wide range of leadership processes, from specific intentions to influence followers on a one-to-one level to a broad attempt to influence organizations and even
Bass has most recently stated that for most applications it might be more useful to view higherorder factors and their associated lower-order factors as separate constructs, in order to increase one's chances of observing a larger range of leadership styles across cultures and organizations (Avolio, Bass, and Jung, 1999; Bass, 1988). This idea of separating discussions of charisma from discussions of transformational leadership seems to be supported by other researchers, as there is apparently little evidence to suggest that the constructs of transformational leadership and charismatic leadership are one and the same (e.g., Yukl, 1999) and some have found high inter-correlations among the factors of transformational leadership in contrast to the relatively low inter-correlations for the factors in charismatic leadership (e.g., Rowold and Heinitz, 2007)
Summary
Leadership is quite a popular topic today in both psychology and business, with organizations spending enormous amounts of money each year on the identification, development, and training of leaders in the hope that doing so will result in consistently strong leadership and sustained organizational success. The present study focuses primarily on two topics in the ambit of leadership: transformational leadership and implicit leadership theories. The leadership theories can be classified into three primary types: those theories that focus on leaders, those that focus on situational and follower influences on leaders and those that focus on interactions between leaders and followers. Transformational leadership is an all-encompassing approach that can be used to describe a wide range of leadership processes, from specific intentions to influence followers on a one-to-one level to a broad attempt to influence organizations and even.
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