Leadership Journal
WOMEN’S LEADERSHIP: USING THE COMPETING VALUES FRAMEWORK TO EVALUATE THE INTERACTIVE EFFECTS OF GENDER AND PERSONALITY TRAITS ON LEADERSHIP ROLES
Alan Belasen SUNY-Empire State College Nancy Frank SUNY-Empire State College
The Competing Values Framework (CVF) is useful for differentiating leadership roles (Quinn, 1988), as well as grouping these roles and personality traits (Belasen & Frank, 2008) into an organizing schema. This paper expands the CVF’s utility by proposing distinctions between men and women, particularly with respect to transformational and transactional leadership. Using LISREL path analysis, findings show that being a woman manager influenced the conscientiousness personality trait, which, in turn, influenced the CVF role strengths of monitor, coordinator, and producer – three roles associated with transactional leadership. Explanations for the failure of our findings to support the proposition that women would display stronger scores in transformational roles are provided. We conclude the study with a discussion of the Catch-22 women face as they try to get past the invisible glass barrier and provide implications for leadership development. Suggestions for future research are also included.
T
his paper addresses the interactive effects of gender and personality traits on transformational and transactional leadership using the Competing Values Framework (CVF). First, we review theories and studies relating to transformational and transactional leadership roles, including gender studies that seek to relate the disproportionate representation of women in senior levels of management to the ‘vision thing’ (Ibarra & Obodaru, 2008). Second, we examine the tenets of the CVF as an organizing schema to help group and differentiate leadership roles (Quinn, 1988). We then provide a categorization of leadership roles and personality traits and discuss its relevance to studying women leadership (Belasen & Frank,
International Journal of Leadership
Alan Belasen SUNY-Empire State College Nancy Frank SUNY-Empire State College
The Competing Values Framework (CVF) is useful for differentiating leadership roles (Quinn, 1988), as well as grouping these roles and personality traits (Belasen & Frank, 2008) into an organizing schema. This paper expands the CVF’s utility by proposing distinctions between men and women, particularly with respect to transformational and transactional leadership. Using LISREL path analysis, findings show that being a woman manager influenced the conscientiousness personality trait, which, in turn, influenced the CVF role strengths of monitor, coordinator, and producer – three roles associated with transactional leadership. Explanations for the failure of our findings to support the proposition that women would display stronger scores in transformational roles are provided. We conclude the study with a discussion of the Catch-22 women face as they try to get past the invisible glass barrier and provide implications for leadership development. Suggestions for future research are also included.
T
his paper addresses the interactive effects of gender and personality traits on transformational and transactional leadership using the Competing Values Framework (CVF). First, we review theories and studies relating to transformational and transactional leadership roles, including gender studies that seek to relate the disproportionate representation of women in senior levels of management to the ‘vision thing’ (Ibarra & Obodaru, 2008). Second, we examine the tenets of the CVF as an organizing schema to help group and differentiate leadership roles (Quinn, 1988). We then provide a categorization of leadership roles and personality traits and discuss its relevance to studying women leadership (Belasen & Frank,
International Journal of Leadership
References: International Journal of Leadership Studies, Vol. 7 Iss. 2, 2012 © 2012 School of Global Leadership &Entrepreneurship, Regent University ISSN 1554-3145 Belasen & Frank/ INTERNATIONAL JOURNAL OF LEADERSHIP STUDIES International Journal of Leadership Studies, Vol. 7 Iss. 2, 2012 © 2012 School of Global Leadership &Entrepreneurship, Regent University ISSN 1554-3145 Belasen & Frank/ INTERNATIONAL JOURNAL OF LEADERSHIP STUDIES International Journal of Leadership Studies, Vol. 7 Iss. 2, 2012 © 2012 School of Global Leadership &Entrepreneurship, Regent University ISSN 1554-3145 Belasen & Frank/ INTERNATIONAL JOURNAL OF LEADERSHIP STUDIES International Journal of Leadership Studies, Vol. 7 Iss. 2, 2012 © 2012 School of Global Leadership &Entrepreneurship, Regent University ISSN 1554-3145 Belasen & Frank/ INTERNATIONAL JOURNAL OF LEADERSHIP STUDIES International Journal of Leadership Studies, Vol. 7 Iss. 2, 2012 © 2012 School of Global Leadership &Entrepreneurship, Regent University ISSN 1554-3145