Gender Differences In Leadership Styles Research Articles

Charting The Course; A Systematic Review On Healthcare Leadership Styles And Their Symphony With Employee Satisfaction In Saudi Arabian Health Administration

Background; Effective leadership is essential for the success of healthcare organizations, particularly in Saudi Arabia where the healthcare sector is undergoing rapid transformation. Leadership styles within health administration roles play a significant role in shaping employee satisfaction and organizational outcomes. Understanding prevalent leadership styles and their impact on employee satisfaction is crucial for enhancing the overall performance of healthcare organizations in Saudi Arabia.
 Purpose; The study aimed to evaluate prevalent healthcare leadership styles and their impact on employee satisfaction in health administration roles in Saudi Arabia's healthcare sector.
 Method; A cross-sectional descriptive research design was employed, and data were collected from healthcare employees in government hospitals in Taif, Saudi Arabia. A structured questionnaire was used to assess leadership styles and employee satisfaction, and data were analyzed using descriptive statistics, correlation coefficient analysis, independent t-tests, and multiple linear regressions.
 Results; The study identified three prevalent healthcare leadership styles; Autocratic, Democratic, and Laissez-Faire. Significant positive correlations were found between these leadership styles and employee satisfaction. Autocratic, Democratic, and Laissez-Faire leadership styles were all positively associated with employee satisfaction. Gender differences in leadership styles and job satisfaction were also explored, revealing variations across genders within healthcare administration roles.
 Conclusion; The study underscores the importance of effective leadership in healthcare administration for promoting employee satisfaction. Healthcare organizations in Saudi Arabia should prioritize leadership development programs tailored to enhance leadership skills and foster positive leadership practices. By understanding and implementing effective leadership strategies, healthcare administrators can create supportive work environments that contribute to overall employee satisfaction and organizational success.

Rodne razlike u uspješnosti menadžera te uloga transformacijskoga vodstva i intelektualne poniznosti

Prompted by the findings of gender differences in leadership outcomes, in this study we set out to explore gender differences in managers’ leadership style and behavior (transformational leadership and expressed intellectual humility) as rated by their subordinates, as well as in work attitudes (perceived organizational support and work engagement) of their subordinates. Our results indicated that female managers are perceived by their subordinates as being significantly more transformational and intellectually humble than male managers. However, there were no differences in work attitudes between subordinates of female and male managers. Still, the mediation analysis showed that both perceived transformational leadership and intellectual humility of managers mediated the relationship between gender and subordinates’ work attitudes. We argue that transformational leadership style and intellectual humility might be the basis of women’s, but not men’s, managerial efficacy and call for additional research of gender differences in leadership styles, behaviors and effectiveness.

The Influence of Gender on Leadership

The topic of leadership style based on gender differences has attracted considerable interest from both academicians and practitioners in the past few years. The link between leadership and gender has been debated and is still under scrutiny. This research aims to discuss the existing gender stereotypic expectation that “men are better leaders than women,” examining the barriers women face in their career growth and how to advance gender equality in leadership. Various aspects of gender differences in leadership styles are thoroughly discussed.

Preferred leadership styles by gender

PurposeThe purpose of this paper is to determine to what extent there were gender differences in leadership styles shown by leaders in mental health organizations (MHOs) in North Carolina, as expressed through transformational, transactional and laissez-faire leadership attributes.Design/methodology/approachThe author used a quantitative, causal-comparative analysis to test the hypothesis.FindingsA series oft-tests were conducted to determine if significant differences existed between genders and leadership attributes of MHO leaders. The results revealed no significant gender differences in leadership styles of MHO leaders.Research limitations/implicationsOne implication was the convenience nature of this sample affected the internal validity of this study, since these findings may not accurately reflect the leadership styles in the target population. The second implication is the sample size’s effect on the external validity, as the results cannot be extrapolated from a nonrandom sample to the target population. The consequence of using a smaller then necessary convenience sample is decreased analytical power or ability to identify small-size effects of gender that in a larger sample might have been statistically significant.Originality/valueDue to the scarcity of studies regarding gender differences in leadership styles in MHOs, this study examined this area to fill the gap in the research field.

Gender differences in participatory leadership: An examination of principals’ time spent working with others

The purpose of this study was to examine whether female principals have a more participatory style compared to their male counterparts by examining principals’ daily time allocation patterns. The study analyzed data from End of Day (EOD) survey logs from principals in an urban school district. Results from hierarchical linear modeling (HLM) results showed that female principals, when compare to male principals, spent a higher proportion of their time working with others in planning/setting goals. At the same time, there were no differences in how principals allocated their time total working alone or working with others and their time distribution in other leadership domains. The findings suggest that gender differences in leadership style depend on specific activity domains and that there are significant differences in the key domain of strategic planning.

Gender Differences in the Leadership Styles of MPA Directors

A growing body of literature has documented leadership styles by gender. This study examines if directors of Master of Public Administration (MPA) programs accredited by the Network of Schools of Public Policy, Affairs, and Administration exhibit gender differences in leadership styles. Such differences may affect the implementation of public administration and how effective MPA directors are in achieving positive outcomes. Using a mixed methods approach—specifically, exploratory sequential design utilizing qualitative data and analysis, followed by a quantitative survey—we find that there are some gendered differences among public administration directors. In particular, we find that women directors are significantly more likely than their male counterparts to exhibit traits that resemble transformational leaders. However, we also find that male and female directors converge in terms of other styles of leadership.

Policy effectiveness of U.S. governors: The role of gender and changing institutional powers

Synopsis The demographic, cultural and gender representation of state governors has changed dramatically over the past four decades. Further, the institutional powers of governors have continued to increase over the past few decades. The role of women governors in the policy arena is of particular interest with more women elected and appointed to these positions every year. A review of the literature related to gender differences in leadership styles, group behaviors, and policy interests is presented, followed by a binomial generalized linear model testing the relationship between gender, gubernatorial powers and gubernatorial policy effectiveness. As more women serve as high ranking policy executives, understanding the role of gender is both a timely and relevant research question.

Student Self-Perceptions of Leadership in Two Missouri FFA Chapters: A Collective Case Study

The focus of this study is the self-perceptions of leadership engagement of FFA members in two FFA chapters in Missouri. This multiple case study used documentation of student self- perceptions, researcher observations, and focus groups. The two cases included 24 high school students comprised of FFA officers and members, who provided their perspectives on leadership. Six major themes emerged from the data analysis: (a) personal abilities and motivation as influencing student leaders; (b) barriers to leadership as perceived by officers and members; (c) support from others as influencing student leadership; (d) officers’ perceiving that members are apathetic; (e) leadership as enhancing personal and professional development; and (f) perceived gender differences in leadership style. It is recommended that FFA advisors discuss diverse leadership styles and motivational factors with students. In turn, leading to the potential development of leadership skills and awareness by all students in a FFA chapter. The content of leadership education for adolescents also may need broadening to emphasize content beyond study of traits. Recommendations for student success include additional research into best practices of leadership development of all students and the ability to assist students in addressing identified barriers.

Gender Differences in Leadership Styles as a Function of Leader and Subordinates' Sex and Type of Organization

The main purpose of this study is to investigate gender differences in leadership styles and in organizational outcome variables, together with the influence of organizational/contextual variables on leadership styles in female and male participants in Spain. The sample comprised 226 participants (35 leaders and 191 subordinates) belonging to 35 work teams. The general findings show that only 2 of the 10 tested leadership styles are different for female and male leaders. Specifically, subordinates rate female leaders as more autocratic and negotiating than men, and this evaluation varies according to the subordinates' sex. We also found that some differences in the rating of female and male leaders depend on whether the organization is stereotypically feminine or masculine.

The moderating role of leader and follower sex in dyads on the leadership behavior–leader effectiveness relationships

Transformational leadership (TL) and leader–member exchange (LMX) literatures provide theoretical frameworks and accompanying empirical evidence for studying the relationship between leader behavior and effectiveness. Although prior attention has been given to gender differences in leadership style and leader effectiveness, the moderating effects of the sex of the leader and subordinate on the leadership–leader effectiveness relationship have not been investigated. In a field study of employees from a manufacturing plant, we examined whether leader and subordinate sex, and the sex composition of the leader–subordinate dyad, moderated the linkages of each set of leader behaviors (i.e., TL and LMX) with actual evaluations of leader effectiveness provided by the leader's subordinates and direct supervisor. Although female leaders were rated as more effective than male leaders overall, a fine-grained analysis of leader–subordinate dyads revealed that the male leaders benefited more than the female leaders from the use of transformational leadership in the leader behavior–leader effectiveness relationship. Implications and future research directions are discussed.

Children's Leadership Strategies in Early Childhood

Young children's leadership is an undertheorized and underresearched topic. Much of the research literature involves paired children working on adult-set tasks that are aimed to provide data on specific aspects of children's collaborative work. This article describes and discusses an investigation into children's leadership styles within independent collaborative play episodes. The research project involved observing children's independent collaborative play in a daylong early childhood setting one morning a week for 5 months. It was an interpretivist study, and the researcher did not participate in any way in the children's play, which was documented using field notes and digital photographs. Although clear gender differences in leadership styles were evident, the predominant boy leader only used assertive strategies, whereas the predominant girl leaders used physical assertive strategies rather than relational strategies to exert their control. It is suggested that individual cultural experiences and contextual factors play a greater part in children's leadership in early childhood education than current gender-focused explanations would suggest.

Gender and Leadership Styles in Children's Play

THIS ARTICLE COMPARES AND CONTRASTS the leadership styles evident in children's spontaneous collaborative play in two early childhood settings. The first site, in 2007, was a long day care centre and involved 22 three- and four-year-old children. The second site, in 2008, was the morning session of a kindergarten and involved 47 children. A strong factor in beginning and maintaining a play episode was the leadership role of individual children. There were clear gender differences in leadership style. Two key roles were those of dictator and director. The dictator was invariably male and more autocratic and less able or likely to resolve inter-group conflict. The director, on the other hand, was usually female and had a more democratic approach to conflict and was more ready to compromise to keep the play episode going. Mixed-gender play was more prevalent in the long day care centre and allowed boys to experience leadership roles and styles not normally available in boys-only play.

Gender Differences in Leadership Style at the University Level

Gender Differences in Leadership Style at the University Level

The role of leadership theory in raising the profile of women in management

PurposeTo consider how leadership theories have helped or hindered raising the profile of women in management and leadership roles.Design/methodology/approachThis paper traces the earlier leadership theories through to the contemporary research on transactional and transformational leadership styles and offers a viewpoint on how each theory has contributed, or otherwise, to an awareness and acceptance of women in management and leadership roles.FindingsIn 1990, research began to report gender differences in leadership styles with female managers being seen in positive terms as participative, democratic leaders. More recent work reports that women are believed to exhibit more transformational leadership style than their male colleagues, and this is equated with effective leadership.Research limitations/implicationsAll of the earlier theories on leadership excluded women and this exacerbated the problem of women not being seen as an appropriate fit in a management or leadership role. Recent findings clearly describe that the transformational qualities of leadership that women exhibit are required by the flatter organisational structures of today. Therefore, a more positive outcome for women advancing to senior roles of management or leadership may be observed in the future.Originality/valueThe paper reviews the major leadership theories, and links these to a timeframe to illustrate how women were not visible in a management context until relatively recently. Such an omission may have contributed to the continuing low numbers of women who advance to senior management and leadership roles.

The language of online leadership: Gender and youth engagement on the Internet.

This study examines the JUNIOR SUMMIT online community, which consisted of 3,062 adolescents representing 139 countries, varying SES, and a range of experience with computers. The online forum culminated in the election of 100 delegates. By analyzing the messages posted before results of the election were announced, we explore whether language use predicts who was elected as a leader, as well as gender differences in leadership style. Results indicate that the young online leaders do not adhere to adult leadership styles of contributing many ideas, sticking to task, and using powerful language. On the contrary, while the young people elected as delegates do contribute more, their linguistic style is likely to keep the goals and needs of the group as central--by referring to the group rather than to themselves, and by synthesizing the posts of others rather than solely contributing their own ideas. Furthermore, both boy and girl leaders follow this pattern of interpersonal language use. These results reassure us that young people can be civically engaged and community minded, while indicating that these concepts themselves may change through contact with the next generation.

Gender, women and leadership

abstract There is an ongoing debate which focuses on the question of whether women have different leadership styles from men. This article offers an overview of current perspectives on gender and leadership. Two opposing views of women and leadership are presented: Firstly, the view that there is little difference between women and men in leadership and secondly, the opposing argument that women have different leadership styles from men. The article suggests that the dominant view is that there are gender differences in leadership styles. It then examines explanations for these differences. By pointing to research on institutional culture, men and masculinities, it argues that gender differences in leadership are not reducible to biological differences, nor can these be adequately explained by socialisation practices and sex roles. Instead, we need to look at how some forms of gendered behaviours become dominant and privileged within organisational contexts that are masculinist. Finally, it is suggested that feminine attributes may provide a source of alternative leadership more appropriate for a new morality.

Gender Differences in Leadership: Current Social Issues and Future Organizational Implications

Executive Summary This paper seeks to review and discuss recent literature devoted to the tasks of identifying and explaining gender difference in leadership behavior(s) and effectiveness. In addition to reviewing U. S. and international trends in leader demographics, attention is paid to the social impact of perceived gender differences and the need for future research. Theoretical models are reviewed and discussed in terms of their contribution to arguments for and against gender differences. The contextual issues of national and organizational culture, stereotype, and perception of subordinate and superior roles are reviewed and discussed. Rationale for gender differences in leadership style are also reviewed within the context of perceptions of leadership effectiveness.

Gender, context and leadership styles: A field study

In a field study in department stores it was investigated whether the gender‐typing of the organizational context influences leadership behaviour of male and female managers. Shop assistants in masculine‐ to feminine‐typed departments described their manager in terms of task‐oriented, people‐oriented, and transformational leadership styles. As predicted, no gender differences in leadership styles were found. The gender‐typing of departments did not affect perceived leadership styles. Another contextual variable, the site of the department store, unexpectedly influenced leader behaviour.

Gender differences in leadership styles and management skills

The results of this study suggest that self‐reported leadership styles of female accountants differ somewhat from the leadership styles reported by male accountants. Females are more likely than males to indicate that they use an interactive style of management called transformational leadership. This leadership style was found to be correlated with several management skills associated with success. Female accountants reported somewhat higher perceived effectiveness on two of these management skills: coaching and developing and communicating. The findings also suggest that female accountants receive more developmental opportunities than do their male colleagues.

Gender differences in leadership in the health professions.

The leadership characteristics and behaviors of men and women differ. As increasing numbers of women enter positions of leadership, understanding of these differences can increase the quality and productiveness of relationships in the workplace. This article describes the evolution of women in leadership, gender differences in leadership style, and the way gender may affect behaviors in the workplace.