Gender and Leadership: Literature Review
Gender and Leadership
Literature Review
1. Introduction
Leadership theories and literature describe what leaders should do and on the other hand literature also exists on what leaders actually do, the former are prescriptive and the latter are descriptive (Bratton et al; 2005). Leadership style is a relatively consistent set of behaviours that characterise a leader (DuBrin; 1995). The main leadership theories encompass the trait, behaviour, contingency, power influence, and gender influence and exchange leadership perspectives.
This paper focuses on transformational leadership and thus will detail the theory underpinning transformational leadership vis a vis gender differences in leadership. A brief discussion on Leadership effectiveness as it relates to gender and Leadership styles will also be shown. In a study of gender and leadership styles it is important to highlight the deeper foundations that have a bearing on why men and women may lead differently. One of those causes has been found to be culture; a brief review of this construct and its’ bearing on gender has also been outlined in this section.
3.2 Gender and Leadership
Swanepoel et al (2003) define gender as a “demographic factor that may influence Human Resources Management in organisations and which can lead to similar problems of discrimination in the workplace”. DuBrin (1995) state that the terms sex and gender arouse controversy both scientifically and politically. He further states that the term gender refers to perceptions about the differences among males and females whilst sex differences refer to actual tangible differences such as the fact that the mean height of men is greater than that of women. The terms gender and sex are, however, often used interchangeably.
Task and interpersonal styles in leadership research are obviously relevant to gender because of the stereotypes people have about sex
Literature Review
1. Introduction
Leadership theories and literature describe what leaders should do and on the other hand literature also exists on what leaders actually do, the former are prescriptive and the latter are descriptive (Bratton et al; 2005). Leadership style is a relatively consistent set of behaviours that characterise a leader (DuBrin; 1995). The main leadership theories encompass the trait, behaviour, contingency, power influence, and gender influence and exchange leadership perspectives.
This paper focuses on transformational leadership and thus will detail the theory underpinning transformational leadership vis a vis gender differences in leadership. A brief discussion on Leadership effectiveness as it relates to gender and Leadership styles will also be shown. In a study of gender and leadership styles it is important to highlight the deeper foundations that have a bearing on why men and women may lead differently. One of those causes has been found to be culture; a brief review of this construct and its’ bearing on gender has also been outlined in this section.
3.2 Gender and Leadership
Swanepoel et al (2003) define gender as a “demographic factor that may influence Human Resources Management in organisations and which can lead to similar problems of discrimination in the workplace”. DuBrin (1995) state that the terms sex and gender arouse controversy both scientifically and politically. He further states that the term gender refers to perceptions about the differences among males and females whilst sex differences refer to actual tangible differences such as the fact that the mean height of men is greater than that of women. The terms gender and sex are, however, often used interchangeably.
Task and interpersonal styles in leadership research are obviously relevant to gender because of the stereotypes people have about sex
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