Transformational leadership in an extreme context

Abstract

Purpose – The purpose of this paper is to explore how male and female leaders define effective leadership in an extreme context. Design/methodology/approach – The authors conducted in-depth interviews with leaders working in an extreme context (a matched sample of female and male Majors and Colonels in the Canadian Armed Forces) and analysed military training materials. Findings – In the military, male and female leadership looks much more similar than might be expected. Further, surprisingly this is not occurring because women are leading in more masculine ways, but rather the opposite; men are leading in more feminine ways. Practical implications – There is a need for organizations to recognize and acknowledge the role of feminine leadership behaviours. This may also give women a better opportunity to succeed in these types of leadership roles. Originality/value – This study contributes to the leadership literature by furthering our understanding of the boundary conditions for transformational leadership in relation to gender stereotypes, situational strength, and social identity.