Leadership
Brandt, T., & Laiho, M. (2013). Gender and personality in transformational leadership context:
An examination of leader and subordinate perspectives. Journal of Leadership & Organization Development, 34(1), 44-66.
This journal focuses on the differences in transformational leadership behaviour by gender and personality. Transformational leadership can be defined as benefits it can bring to business life including higher productivity with lower employee and turnover rates as well greater job satisfaction with motivation. Bennis (2009) states that “quality of life depends on the quality of our leaders”. Male and female has different expectations and personality types, whereby male are more socialized, independent, rational and decisive while women are expected to show concern for others, warmth to be helpful and to nurture.
Therefore, the gender stereotypes’ can be particularly damaging for women in leadership roles, since masculine attributed are considered more essential than feminine ones by Kunda and Spencer (2003) and studies indication as women are undervalued by male subordinates and colleagues, even when applying as transformational leadership style. Brown and Reilly (2009) use Myers-Briggs Type Indicator (MBTI) as measurement sources of personality. The MBTI is based on eight different preferences, which encompass different orientation of energy (extraversion, E and introversion, I), processes of perception (sensing, S and intuition, N), processes of judging (thinking, T and feeling, F) and attitudes toward dealing with the outside world (perceiving, P and Judging, J). These eight preferences are as follows by Myers (1990).
According to social role theory individuals are more to societal expectations of gender role and structural perspective emphasizes an organization and proposes that people behave according to these expectations and gender has no effect. Now days, feminine behaviour is more employed in demonstrating consideration states by
An examination of leader and subordinate perspectives. Journal of Leadership & Organization Development, 34(1), 44-66.
This journal focuses on the differences in transformational leadership behaviour by gender and personality. Transformational leadership can be defined as benefits it can bring to business life including higher productivity with lower employee and turnover rates as well greater job satisfaction with motivation. Bennis (2009) states that “quality of life depends on the quality of our leaders”. Male and female has different expectations and personality types, whereby male are more socialized, independent, rational and decisive while women are expected to show concern for others, warmth to be helpful and to nurture.
Therefore, the gender stereotypes’ can be particularly damaging for women in leadership roles, since masculine attributed are considered more essential than feminine ones by Kunda and Spencer (2003) and studies indication as women are undervalued by male subordinates and colleagues, even when applying as transformational leadership style. Brown and Reilly (2009) use Myers-Briggs Type Indicator (MBTI) as measurement sources of personality. The MBTI is based on eight different preferences, which encompass different orientation of energy (extraversion, E and introversion, I), processes of perception (sensing, S and intuition, N), processes of judging (thinking, T and feeling, F) and attitudes toward dealing with the outside world (perceiving, P and Judging, J). These eight preferences are as follows by Myers (1990).
According to social role theory individuals are more to societal expectations of gender role and structural perspective emphasizes an organization and proposes that people behave according to these expectations and gender has no effect. Now days, feminine behaviour is more employed in demonstrating consideration states by