CRITICAL LITERATURE REVIEW ON “GENDER AND LEADERSHIP IN MANAGEMENT
CRITICAL LITERATURE REVIEW ON “GENDER AND LEADERSHIP IN MANAGEMENT”
1.0 Introduction
Over the past decades, the significant increase in the percentage of female leaders has attracted much attention by many researchers (e.g., Rosener, 1990; Kabakoff; 1998; Burke and Collins, 2001). Especially, the arguments surround the question if men’s leadership styles differ from women’s is very intense. In fact, management experts have performed number of investigations to underline the presence and the absence of gender differences in leadership style (e.g., Rosener, 1990; Eagly and Johnson, 1990). This literature review is to recap the divergence in opinions on the gender and leadership styles by focusing on two opposing aspects of the topic. First is the argument by the management literature that men and women differ fundamentally in leading others (Engen and Willemsen, 2009). On the other hand, the social science literature maintains that there are no reliable supports for the dissimilarities in the ways that women and men lead (Eagly and Johnson, 1990). This paper also briefly defines and discusses the term “leadership” as well as the distinction of sex and gender since it is related to the topic.
2.0 Sex, Gender and Leadership Styles
Theoretically, the term sex and gender are defined differently. According to Hofstede and Hofstede (2005), sex is a basic biological distinction between male and female while gender is constructed by social and cultural which distinguish the role of masculine and feminine. In the context of gender role, women are expected to be supportive, sympathetic, interpersonally sensitive, nurturing, and gentle; while men are cast as more assertive, dominant, and forceful (Eagly and Karau, 2002). Furthermore, the distinction in gender role is believed to have a significant impact on the managerial styles of male and female leaders.
Hollander, 1985 (cited in Mitchell and Larson, 1987, pg 434) once defined leadership as a process whereby an
1.0 Introduction
Over the past decades, the significant increase in the percentage of female leaders has attracted much attention by many researchers (e.g., Rosener, 1990; Kabakoff; 1998; Burke and Collins, 2001). Especially, the arguments surround the question if men’s leadership styles differ from women’s is very intense. In fact, management experts have performed number of investigations to underline the presence and the absence of gender differences in leadership style (e.g., Rosener, 1990; Eagly and Johnson, 1990). This literature review is to recap the divergence in opinions on the gender and leadership styles by focusing on two opposing aspects of the topic. First is the argument by the management literature that men and women differ fundamentally in leading others (Engen and Willemsen, 2009). On the other hand, the social science literature maintains that there are no reliable supports for the dissimilarities in the ways that women and men lead (Eagly and Johnson, 1990). This paper also briefly defines and discusses the term “leadership” as well as the distinction of sex and gender since it is related to the topic.
2.0 Sex, Gender and Leadership Styles
Theoretically, the term sex and gender are defined differently. According to Hofstede and Hofstede (2005), sex is a basic biological distinction between male and female while gender is constructed by social and cultural which distinguish the role of masculine and feminine. In the context of gender role, women are expected to be supportive, sympathetic, interpersonally sensitive, nurturing, and gentle; while men are cast as more assertive, dominant, and forceful (Eagly and Karau, 2002). Furthermore, the distinction in gender role is believed to have a significant impact on the managerial styles of male and female leaders.
Hollander, 1985 (cited in Mitchell and Larson, 1987, pg 434) once defined leadership as a process whereby an
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