Gender Leadership Research Articles

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.

Middle Managerial Capability, Teamwork Dan Performance: Studi Peran Leader Gender

The Republic of Indonesia Police considers the existence of women and children important, which is demonstrated by the formation of the Directorate of Women and Children Services (PPA). Empirically, female leadership in all its processes has a positive impact on organizational performance. For this reason, the concern in this research is women's leadership as an answer to the complexity of the work of the East Java Regional Police PPA. Research is urgent to be carried out, considering the high number of PPA cases for the East Java Regional Police as an effort to test the role of middle manager capability in shaping performance through teamwork, with a gender leader mechanism. The results of testing the interaction of leader gender as a moderator variable are shown by an interaction coefficient value of -0.189, with a p-value of 0.003 < 0.05, thus it can be said that leader gender influences the magnitude of the influence of middle manager capability (MMC) on teamwork (TMW). It can be said that the smaller the leader's gender (female leader), the stronger the influence of middle manager capability on teamwork.

CEO gender and responses to shareholder activism

AbstractRecent literature finds that firms led by female CEOs are more likely to be targeted by activist shareholders and that female CEOs are more likely to cooperate with activist shareholders' requests. Our study complements this literature by using two controlled experiments and a series of semi‐structured interviews with CEOs and CFOs to investigate how a CEO's response to shareholder activism influences investors' reactions and whether these reactions differ depending on the gender of the CEO or on how their response is explained. In the first experiment, we find that investors evaluate a firm as less attractive when a female CEO uses an uncooperative response rather than a cooperative response to shareholder activism, absent any explanation for the CEO's response. Conversely, investors evaluate a firm as less attractive when a male CEO uses a cooperative response rather than an uncooperative response. In the second experiment, where there is an added explanation for the CEO response, we find that investors react more positively to a female CEO's uncooperative response when the explanation is more communal (vs. agentic). Our interviews with CEOs and CFOs provide insights into how the gender of firms' leadership may play a role when activist shareholders target firms. Our results collectively suggest that investors rely on gender stereotypes when evaluating the responses of male and female executives to shareholder activism and that these evaluations affect their investment judgments. Our results also suggest a potential alternative explanation for the finding that female CEOs are more likely to cooperate with activist shareholders than are male CEOs. Rather than inherent differences in the management styles of male and female CEOs, responses to activist shareholders may be driven, at least in part, by managers anticipating that they will be penalized by investors for deviating from gender‐stereotypical behavior.

Exploring the gender gap: A nationwide comparative analysis of general surgery residency program leadership

BackgroundThe gender disparity in surgery leadership roles is well-reported. However, the effect of program type and region on mean number of men or women occupying a particular leadership role has yet to be explored. This study aims to investigate the gender disparity of leadership positions in different types of General Surgery Residency Programs (GSRPs). MethodsLeadership roles of the general surgery departments were collected from the Fellowship and Residency Electronic Interactive Database Access System (FREIDA) database. Each GSRP was categorized by region and program type using FRIEDA. Analysis of the mean number of men and women holding various leadership positions by program type and region was conducted using one-way ANOVA with post-hoc tests. ResultsA total of 345 GSRPs were analyzed. The mean number of women occupying various leadership roles was significantly higher at university-based programs when compared to community-based programs. No significant difference in mean number of women leaders was observed by region. ConclusionsWomen consistently occupy a lower number of GSRP leadership positions when compared to men, regardless of program type or region. University-based GSRP leadership positions have significantly greater gender inclusion compared to community-based GSRPs. Key messagesUniversity-based general surgery residency programs had a higher mean number of women in all leadership roles compared to other program types. In comparison, region did not appear to be a significant factor impacting the leadership gender disparity. Improvement is needed in community-based general surgery residency programs to bridge the gender gap in leadership roles.

Support on the way to the top? The effects of family-friendly flexible working arrangements in organisations on the promotion of women to management positions—the case of Germany

Women are still significantly underrepresented in management positions, even though they have been able to increase their share to a small extent in recent years. Using arguments derived from signalling theory, this study examines whether organisational family-friendly flexible working arrangements (FFWAs) help to increase internal promotions of women to supervisory or managerial positions and thus reduce the existing gender leadership gap. This effect is investigated using longitudinal data for German workplaces and employees covering 1631 firms and 314,201 employees and fixed effects logistic regression models. The results demonstrate that the implementation of FFWAs improves the chances of internal promotions to supervisory or managerial positions for employees, with women and men benefiting equally. However, if I use a broader definition that also includes highly qualified specialist roles, implementing FFWAs can provide better promotion opportunities for women. Second, FFWAs increase the likelihood of being promoted to managerial positions with reduced working hours, and this effect is slightly stronger for men. Third, surprisingly, no significant positive effects of FFWAs were found on mothers’ promotion of managerial positions. These results show that, even with organisational support, it remains difficult for women to reach management positions and combine family and career at the same time.

Empowering leadership and organizational exploration: the role of preoccupation with failure and leader gender

PurposeOrganizational exploration has recently emerged in the literature as an essential aspect of contemporary organizations. However, little is known about its antecedents and, specifically, the role of contemporary leadership styles. The present study investigates the relationship between empowering leadership and organizational exploration. In addressing this relationship, we examine preoccupation with failure and leader gender as a mediator and a moderator, respectively.Design/methodology/approachWe collected data from a sample of 326 US employees in March 2022. To test the present hypotheses, we used the PROCESS SPSS macro.FindingsOur results supported our moderated mediation model, demonstrating that the indirect relationship of empowering leadership with organizational exploration via preoccupation with failure is stronger for male leaders than for female counterparts.Practical implicationsConcerning the practical implications of this study, organizations should be cognizant of empowering leaders’ impact on desirable outcomes. Additionally, organizations should promote preoccupation with failure to ameliorate organizational exploration. Preoccupation with failure can be achieved when error reporting is encouraged by organizations and supervisors and when a culture that promotes constructive feedback is established.Originality/valueThe present study offers novel insights into the underlying mechanisms and boundary conditions through which empowering leadership relates to organizational exploration. Additionally, it fills a gap in the literature concerning the relationship between empowering leadership and preoccupation with failure. Moreover, it adds to prior research regarding the outcomes of preoccupation with failure, filling the gap regarding the relationship between preoccupation with failure and organizational exploration. Lastly, it expands limited research focused on leader gender as a condition under which the effect of contemporary leadership styles could be enhanced or mitigated.

Gender of firm leadership and environmental, social and governance (ESG) reporting: evidence from banks listed on Ghana Stock Exchange

PurposeThis study aims to examine how woman corporate leadership indicators and environmental, social and governance (ESG) disclosure in listed banks on Ghana Stock Exchange are related.Design/methodology/approachData was obtained from the audited annual reports of the banks for the period 2006–2020. Empirical result estimation was achieved using Panel Corrected Standard Errors.FindingsThe result revealed that female chief executive officer (CEO), female board chairperson and board gender diversity are associated with higher disclosure of ESG issues in listed banks in Ghana in overall terms. However, in terms of individual disclosures, female board chairperson positively impacts social disclosure, whereas both female CEO and female board chairperson affect governance disclosure positively.Research limitations/implicationsIn this era of business where there is much emphasis on green business and investment by various stakeholders for purposes of ensuring business legitimacy, the result implies that banks must consider females to occupy the positions of CEO and board chairperson since that can help to improve ESG performance of banks.Practical implicationsIn this era of business where there is much emphasis on green business, socially responsible investment and impact investment by various stakeholders, the result implies that banks must consider improving the representation of women in leadership since that can help to improve ESG performance of banks and hence ability to attract more investors.Originality/valueTo the best of the authors’ knowledge, this is the first study to provide empirical evidence from a developing country perspective in Sub-Saharan Africa that gender of bank leadership has implications for ESG disclosure.

Power, Gender, Leadership, and Change

Presented at Ethics the Heart of Coaching: Expanding the Boundaries of Ethical Thinking & Practice Virtual Conference: www.coachingethicsforum.com Hosted by the Coaching Ethics Forum 8 & 9 December, 2023 Abstract: This paper offers an exploration of the ethical implications surrounding power, gender, leadership, and change in leadership and coaching. This exploration delves into the dynamics of oppressive power structures with a specific focus on gender dynamics and their profound impact on our personal and professional lives. Through the lens of Shoukry’s Emancipatory Coaching framework (2016), we offer a strategy that can enable coaches to inspire transformative change within themselves and for their clients in the spirit of creating inclusive, safe, and equitable environments. The goal is to incite dialogue and reflection around what it means to shape a renewed commitment and approach to coaching in the context of today’s social challenges in a way that also drives positive social change.