Sex Of Leader Research Articles

Women as Leaders of Organising Running Events Teams

Abstract Running is one of the most popular methods of spending time in active form in the world. The vast majority of managers who organise runs are former or actual runners. It is interesting to note that more men are leaders of teams which organise running events, while women as leaders are very rare. The main purpose of the research was to find the influence of sex of leader on the style of leadership, decision process and atmosphere in team. The author of this article conducted quality research using individual deep interview method. Data were collected from 23 individual deep interviews with managers of big running events organised in Poland, and 14 with the members of their teams. Currently, effective leaders should have competences different than what were prevalent 20–30 years ago. More important is, for example, emotional intelligence, empathy and interpersonal skills. Organisations operating in the amateur sport market have to build networking with many partners from the public and business sector, so leaders should concentrate on cooperating with stakeholders representing different expectations. Competences that women possess over men are required. Unlike other industries, in the running market there are very few women as leaders. Several reasons abound for this, some of which include economic and sociological grounds.

Effects of leaders' and evaluators' sex on sex-role stereotyping of charismatic leaders.

This study extends research on sex and leadership by examining the relation between evaluators' and leaders' sex and the sex-role stereotyping of charismatic leaders. A total of 219 students (110 men and 109 women) from a large northeastern university rated charismatic leaders depicted in vignettes using the revised Bem Sex-Role Inventory: overall, the leaders were rated higher on masculinity than femininity. Analysis by sex of evaluator and leader showed masculinity was higher in all cases except when male charismatic leaders were evaluated by women. In this case, the results support an androgynous view, i.e., high on both masculinity and femininity.

Subordinates' perceptions of leaders in task-performing dyads: Effects of sex of leader and subordinate, method of leader selection, and performance feedback

Two hundred twenty-four subjects worked as subordinates in dyads with unseen, bogus leaders, attempting to solve a simulated business problem in personnel decision making. Members of each dyad communicated and reached a decision by exchanging written notes. Sex of subject, sex of leader, method of selection of the leader (on the basis of skill or on a random basis), and feedback about the dyad's performance (success or failure) were manipulated in a factorial design. Results revealed sex-related effects in subjects' attributions of responsibility for task performance, and in both their direct and indirect evaluations of the leader's and their own relative performances. Willingness to continue working with the leader, however, did not differ as a function of the sex of either the subjects or the leader. Instead, subjects showed a preference for continuing to work with a successful leader rather than an unsuccessful one.

The evaluation of female leadership

Effects of the sex of a leader and of a respondent on evaluation of leader behavior were examined from the viewpoint of an implicit leadership theory and theories on sex-role stelectyping. 110 male and 698 female college students rated a Leader Behavior Descriprion Questionnaire (LBDQ) From XII, and Women as Managers Scale (WAMS). Results of the analysis indicated that the sex of both leader and respondent did not affect factor structure of leader behavior description, but did affect the level of leader behavior evaluation. Among male subjects WAMS was found to be contributed only by a limited, stereotyped LBDQ scales, while among female respondents a variety of LBDQ subscales showed significant contributions to WAMS. This indicated a dual-prejudiced view on female leadership.

Sex of leader, leader behavior, and subordinate satisfaction

A 2×2×2 factorial design was employed to examine the influence of instructed leadership style, sex of leader, and sex of followers on leader behavior, subordinate satisfaction, and productivity in a simple task. In general, male and female leaders were equally able and equally willing to display autocratic and democratic leadership styles if so instructed. Similarly, leader sex did not have a significant influence on subordinate satisfaction or productivity either by itself or in interaction with leadership style or follower sex.

Effect of group performance, leader sex, and rater sex on ratings of leader behavior

Leadership research has paid increasing attention to attributional processes as a function of group performance and sex. This study simultaneously examined the effects of performance, sex of leader, and sex of subject on ratings of leader behavior while controlling for leadership style. Evaluations and descriptions of business students about managers' using initiating structure or consideration leadership styles were strongly influenced by group performance, not influenced by sex of manager, and marginally influenced by subjects' own sex. High group performance led to attributions of a “High—High” leadership style.

Women and Business Management

From the days in the mid-nineteenth century when the intrepid Margaret LaForge worked as the first lady boss of Macy's Department Store, women have been present in the work force as business managers, but never in significant numbers.1 In recent years, however, a convergence of legal, educational, demographic, and social developments have begun to move women into the mainstream of corporate management. This review essay analyzes the present state of research primarily from the United States on women as managers in business, commerce, and industry. As with many subjects dealing with the study of women, research on this one both benefits and suffers from falling between the territorial definitions of the disciplines. The subject is divided among a range of fields and subspecialties: industrial psychology, business administration, human resource development, industrial education, sociology, communications, management, and organizational psychology. Recently, there has been a rapid increase in research, more integrative work, and the emergence of a visible, major body of literature.2

Sex of leader and subordinate role stress: A field study

This research examines the relationship between sex of leader and subordinate perceptions of two dimensions of role stress — role conflict and role ambiguity — as moderated by subordinate job level, age, and sex. Interaction effects for sex of leader also are investigated. Subjects are 184 supervisory and nonsupervisory employees of a psychiatric hospital. Results suggest that sex of leader does not significantly affect subordinate role conflict and role ambiguity. Most interactions were nonsignificant.

Attitudes Toward Workers and Toward their Work: More Evidence that Sex Makes a Difference

A recent study by Pheterson, Kiesler, and Goldberg (1971) has been cited many times as providing evidence that women underrate the work of other women. Close examination of their results, however, revealed a number of ambiguities. The present study modified and extended their design in an attempt to describe the nature of sex biases more clearly. Students read and responded to descriptions of seminars which they expected to have an opportunity to attend. Independent variables included sex of student, sex of seminar leader, and type of seminar topic (female‐oriented, male‐oriented, or neutral). Analysis of the results revealed an interaction of leader expertise, leader sex, and student sex on the major dependent measures. Women indeed underrated the accomplishments of other women relative to those of other men if the other's competence had not been demonstrated, while males' evaluations were not affected by the sex of the target person.Female college students … rated paintings attributed to male art contest entrants more favorably than the identical paintings attributed to female entrants. However, when the subjects were told that the artists had been awarded prizes, they rated men and women equally.The presumed sex of the artist had no bearing on the subjects' judgments in judging paintings represented as prize winners, but when the paintings were represented as show entries, the subjects rated them higher if they thought the artists were men.

IMITATIVE COLOR CHOICES IN KINDERGARTEN CHILDREN

Miller and Dollard (2) distinguished several types of imitative behavior among which is one they call copying and one they call matched-dependent behavior. Copying refers to instances in which one person learns to model his behavior on that of another, while matched-dependent imitation refers to instances in which (a) the response of the imitator matches that of the leader and (b) the imitator is dependent on the leader for cues to act or to match behavior. Miller and Dollard assert that both copying and matcheddependent imitation are learned in the same way. Accordingly, one might expect both types of imitative behavior to be related to experimental manipulations in the same way. The present study deals with matched-dependent imitation as a function of the same set of variables (or experimental conditions) that were related to copying behavior in an earlier report (5). The variables are: (a) the sex of the leader, (b) the sex of the leader in relation to that of the child, and (c) the way in which the leader interacts with the child. These variables were chosen for their relevance to both identification and learning theories.2