Gender Leadership Research Articles

The effect of transformational leadership on teachers turnover intention in private colleges and universities – the mediating role of job satisfaction

The problem and the aim of the study. The problem of teacher turnover has always been one of the important challenges faced by the private education system. The universality of the research problem and the importance of the research object make it necessary for private universities to find appropriate ways to solve the problem. The author suggests that the method of transformational leadership should be used in private colleges and universities to form a scientific management model, so as to improve teachers' job satisfaction and reduce their turnover intention, and finally realize the healthy and sustainable development of private education. Materials and methods. Quantitative research is a universal scientific method to study real phenomena. The study was conducted on 870 teachers in private colleges and universities in China by convenient sampling. SPSS is a common method for quantitative research. SPSS is used for correlation analysis and difference analysis, Process plug-in is used to test the effect of data, and Bootstrap is used for further verification, because Bootstrap is an effective and accurate intermediary test method. Results. Demographically, there were no significant differences between gender and age in transformational leadership, job satisfaction and turnover intention (p> .050). Transformational leadership has a significant negative impact on teachers' turnover intention (B=- .341, p< .001). Job satisfaction has a significant negative effect on teachers' turnover intention (B=- .430, p< .001). Transformational leadership has a significant positive impact on the job satisfaction of teachers in private universities (B= .482, p< .001). Job satisfaction had a mediating effect between transformational leadership and turnover intention (B=- .134, p< .001). Conclusion. Transformational leadership can improve the job satisfaction of teachers in private colleges and universities, reduce their turnover intention. Under the management mode of transformational leadership, private colleges and universities can form scientific management mode. Less turnover intention can improve the stability of the teaching staff.

The role of masculine and feminine gender enactment in hospitality leadership

Purpose The stereotypical assumptions of what it means to be hegemonically masculine and to be a leader are aligned in current society, potentially creating role incongruity for anyone who does not fit into this definition. The purpose of this study is to investigate whether masculine and feminine leadership traits of men and women hospitality managers affect employees’ intention to trust leaders and organizational attractiveness. Design/methodology/approach Explanatory mixed methods were used. First, two experiments (Study 1 = woman manager, n = 137; Study 2 = man manager, n = 117) were conducted with current hospitality employees to test the interaction of masculine versus feminine enactment and the leadership gender composition (3%, 23% or 53% women) on organizational attractiveness and intent to trust the leader. Results did not align with the theories; therefore, three focus groups were held with 13 current hospitality employees. Findings Results indicate a shift toward the preference for communal (feminine) characteristics in hospitality leadership with a balance of masculine traits. Research limitations/implications The influence of managers’ gender-related behaviors on trust and organizational attractiveness goes beyond their physical gender traits, indicating that gender plays a more crucial role than previously understood. Originality/value By using role congruity theory and hegemonic masculinity, this study offers a nuanced understanding of masculine and feminine gender enactment and broadens leadership theory by including the perspectives of nonhegemonic men and assertive women.

The Impact of Supervisor Gender on Employee Creativity and the Mediating Role of Interaction Frequency

While it is well established that leader characteristics influence employee outcomes, little is known about whether and how leader gender influences employee creativity. Traditionally, female leaders are considered a mismatch for prototypical leadership roles, resulting in less optimal employee outcomes than male leaders. In this paper, drawing on social role and leader-member exchange theories, we argue that female supervisors may have advantages over male supervisors and may serve as a catalyst to encourage employee creativity. In the empirical analyses, we test our hypotheses using data from German, Japanese, and South Korean foreignsubsidiaries in China. Results confirm our hypotheses and contribute to creativity and innovation literature by demonstrating that female supervisors positively influence employee creativity, challenging traditional gender role stereotypes in leadership. Additionally, it highlights the mediating role of supervisor-employee interaction frequency in enhancing creative outcomes, providing important insights for organizational practices and leadership development.

Navigating Gendered Leadership: Challenges For Female Deans in One South African University

Navigating Gendered Leadership: Challenges For Female Deans in One South African University

Unseen Obstacles: Gender Leadership Disparities in Public Health Academia

Unseen Obstacles: Gender Leadership Disparities in Public Health Academia

Women are awarded more team than solo grants and lead more gender-balanced teams than men

Abstract We modelled patterns of collaboration, team gender composition, and funding amounts across awarded Australian government-funded competitive team research grants from 2000 to 2020. The percentage of grants awarded to women at mid- and senior-career levels was higher for team grants than sole investigator grants compared to men at those levels. Teams led by women tended to have a greater percentage of women coinvestigators than teams led by men, but this was below gender parity regardless of team leader gender. Funding amounts per grant did not differ by the principal investigator’s gender and reached parity in 2020 across teams with both high and low representation of women. Since teams tend to be more gender-balanced when led by women, women’s grant leadership may be an important mechanism for shifting overall representation of women in research. We offer public policy measures to address gender inequities in the research sector.

Gender and Job Satisfaction: Examining the Role of Leadership Behavior and Gender Congruence Over Time

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.

Race, ethnicity, and gender in academic gynecology oncology leadership

Race, ethnicity, and gender in academic gynecology oncology leadership

Gender and race in neurotrauma: part 1-identifying inequalities in leadership, academics, and clinical trial management.

Gender and racial equality, or the lack thereof, is a constantly recurring theme in neurosurgery and under-reported in neurotrauma literature. This perspective piece addresses the underrepresentation and challenges faced by women and racial minorities in neurosurgery, and within the workforce of neurotrauma, specifically. The literature demonstrates that there is still a scarcity of females and racial minorities in neurosurgery leadership positions and that females are less likely to receive invited papers. The persistent challenges in navigating gender and racial dynamics in neurosurgery/neurotrauma underscore the need for progress in advancing intersectionality within the field, emphasizing the importance of addressing inequalities. Several strategies to improve gender and racial diversity in neurotrauma workforce, leadership and academics are presented.

Sustainable Development Goals for Developing Malaysia Madani: The Impact of Gender and Residential Area on Student Leadership, Citizenship and Democratisation in Islamic Universities

Introduction: The impact of gender and residential area on student leadership, citizenship, and democratization in Malaysian Islamic universities is a key but underexplored area within the Sustainable Development Goals for advancing the Malaysia Madani agenda. Objective: This study aims to assess how gender and residential area influence student interactions in leadership, citizenship, and democratization activities in Islamic universities. Theoretical Framework: The framework suggests that student gender and residential area may affect their involvement in leadership and civic engagement, exploring the relationship between these factors and student participation. Method: Data was collected from 593 randomly selected students across three Islamic universities using questionnaires. Analysis was conducted using SPSS version 26, with T-tests comparing groups by gender and residential area. Results: No significant gender differences were found in leadership and citizenship, though females rated slightly lower in democratization. Urban students outperformed rural students in democratization, with no major differences in leadership or citizenship by residential area. Implications: These findings can inform policies that promote equitable and inclusive educational experiences in Malaysian Islamic universities. Originality/Value: This study uniquely examines the influence of gender and residential area on student leadership, citizenship, and democratization in Islamic universities, filling a research gap and offering insights for shaping inclusive educational policies.

Financial stress and leadership behavior: The role of leader gender.

Concern about personal finances is one of the most widespread and salient sources of stress. We advance our emerging understanding of the work-related impacts of financial stress by examining the consequences of personal financial stress on leadership behavior. Drawing on compensatory control theory, we propose that financial stress positively relates to abusive supervision via a lowered sense of personal control. Integrating social role theory, we propose that these effects are stronger for leaders who are men than leaders who are women. We test our model in a vignette-based study using a sample of leaders (N = 201) and a second multiwave, multisource field survey study among leaders and their subordinates (N = 119 leader-subordinate dyads). Across both studies, we found that financial stress was positively associated with abusive supervision via lack of control and that this relationship was stronger for men than women. In Study 2, we examined an alternative tend-and-befriend theoretical account, proposing that leaders who are women exhibit more communion-striving motivation and empathic leadership as a result of financial stress. We found some support for this alternative pathway, though not gender differences in it, and in doing so we uncovered novel outcomes of financial stress. Our results offer implications for supporting employee financial health and uncover a context wherein men (and their subordinates), rather than women, experience the costs of misalignment with societal gender expectations. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

Style du Leadership et genre Cas des managers de la santé au Maroc

to assess the gender leadership style of managers in the Moroccan health sector. Descriptive study. The Multifactor Leadership Questionnaire (MLQ), a questionnaire that evaluates leadership style, was used to collect data from 120 managers in the Moroccan healthcare sector (40 female managers and 80 male managers). In Morocco, the representation of women in positions of responsibility and power is still lower than that of men. However, the average score on the transformational leadership style scales for female managers among the 120 people surveyed was 15.51, while the average score on the transactional leadership style scales was only 6.073. While the average score on the transformational leadership style scales for male managers among the 120 respondents was 10.26, the average score on the transactional leadership style scales was 8.57. These results demonstrated the existence of a difference between the leadership style and gender of managers in the healthcare sector. This study was able to confirm the theory underlining the difference between the two leadership styles of male and female managers, even in a sector such as healthcare.

Leader Status-Leveling Behavior and Leadership Emergence: The Moderating Role of Leader Gender

Leader Status-Leveling Behavior and Leadership Emergence: The Moderating Role of Leader Gender

Bystander Intervention and Leader Gender Effect on Perceived Supervisor Support in Sexual Harassment

Bystander Intervention and Leader Gender Effect on Perceived Supervisor Support in Sexual Harassment

‘His Power’, Her Consequence: The Moderating Role of Leader Gender on Follower Felt Obligation

‘His Power’, Her Consequence: The Moderating Role of Leader Gender on Follower Felt Obligation

Employee Feedback Acceptance: Roadblocks at the Intersection of Leader Gender and Relative Age

Employee Feedback Acceptance: Roadblocks at the Intersection of Leader Gender and Relative Age

Leader responses to a pandemic: the interaction of leader gender and country collectivism predicting pandemic deaths

Leader responses to a pandemic: the interaction of leader gender and country collectivism predicting pandemic deaths

Gender, Race, and Ethnicity of US Academic Ophthalmology Faculty and Department Chairs From 1966 to 2021

Workforce diversity is integral to optimal function within health care teams. To analyze gender, race, and ethnicity trends in rank and leadership among US full-time academic ophthalmology faculty and department chairs between 1966 and 2021. This cohort study included full-time US academic ophthalmology faculty and department chairs registered in the Association of American Medical Colleges. Study data were analyzed in September 2023. Identifying with an underrepresented in medicine (URiM) group. The main outcome measures were demographic (ie, gender, race, and ethnicity) changes among academic faculty and department chairs, assessed in 5-year intervals. The term minoritized race refers to any racial group other than White race. There were 221 academic physicians in 1966 (27 women [12.2%]; 38 minoritized race [17.2%]; 8 Hispanic, Latino, or Spanish [3.6%]) and 3158 academic faculty by 2021 (1320 women [41.8%]; 1298 minoritized race [41.1%]; 147 Hispanic, Latino, or Spanish ethnicity [4.7%]). The annual proportional change for women, minoritized race, and Hispanic, Latino, or Spanish ethnicity was +0.63% per year (95% CI, 0.53%-0.72%), +0.54% per year (95% CI, 0.72%-0.36%), and -0.01% (95% CI, -0.03% to 0%), respectively. Women were underrepresented across academic ranks and increasingly so at higher echelons, ranging from nonprofessor/instructor roles (period-averaged mean difference [PA-MD], 19.88%; 95% CI, 16.82%-22.94%) to professor (PA-MD, 81.33%; 95% CI, 78.80%-83.86%). The corpus of department chairs grew from 77 in 1977 (0 women; 7 minoritized race [9.09%]; 2 Hispanic, Latino, or Spanish ethnicity [2.60%]) to 104 by 2021 (17 women [16.35%]; 22 minoritized race [21.15%]; 4 Hispanic, Latino, or Spanish ethnicity [3.85%]). For department chairs, the annual rate of change in the proportion of women, minoritized race, and Hispanic, Latino, or Spanish ethnicity was +0.32% per year (95% CI, 0.20%-0.44%), +0.34% per year (95% CI, 0.19%-0.49%), and +0.05% per year (95% CI, 0.02%-0.08%), respectively. In both faculty and department chairs, the proportion of URiM groups (American Indian or Alaska Native, Black or African American, Hispanic, and Native Hawaiian or Other Pacific Islander) grew the least. Intersectionality analysis suggested that men and non-URiM status were associated with greater representation across ophthalmology faculty and department chairs. However, among ophthalmology faculty, URiM women and men did not significantly differ across strata of academic ranks, whereas for department chairs, no difference was observed in representation between URiM men and non-URiM women. Results of this cohort study revealed that since 1966, workforce diversity progressed slowly and was limited to lower academic ranks and leadership positions. Intersectionality of URiM status and gender persisted in representation trends. These findings suggest further advocacy and intervention are needed to increase workforce diversity.

Effect of leader gender on countries' performance: Evidence from four COVID‐19 waves

AbstractDoes a leader's gender affect a country's performance during a health crisis, and through what mechanisms? This study finds a clear, substantial negative correlation between having a female leader in democracies and their COVID‐19 infections and mortality rates, rejecting multiple spurious claims. The research is the first to analyse four pandemic waves covering 2 years while performing inter‐wave analysis. The gendered performance gap continuously grew during the first three waves, moderated by vaccinations in the fourth wave. We found that trust and effectiveness mechanisms impacted the growth of the performance gap. As new variants of COVID‐19 continue to spread and new threats related to the climate crisis are threatening globally, understanding the impact of gender in leadership roles, particularly during global crises, can provide valuable insights for policy makers and national leaders.

Leader's Conveyed Emotional Labor and Leadership Evaluations

Abstract: We examined whether leader gender moderated the relationship between leader's conveyed emotional labor (EL) strategies and followers’ leadership evaluations [effectiveness, trust, leader–member exchange (LMX)]. Participants read a fictitious interview of a CEO (male/female) reflecting on their strategy (surface acting/deep acting/genuine displays) to express emotions. The results suggest that conveyed EL influenced evaluations of female, but not male, leaders for the three measures. Notably, females received better trust evaluations for genuine displays (vs. surface and deep acting), whereas males received similar evaluations across EL strategies. Although less clear for effectiveness and LMX ratings, the results suggest leader EL might influence evaluations of female (vs. male) leaders more strongly. This study sheds light on the role of gender stereotypes in evaluations of leaders performing EL.