Proctor and Gamble
1 NMIMS Management Review 2004, Vol 16 No 1 & 2, pp. 1-6.
Impact of Gender and Transformational Leadership on Organizational Culture Shelly Kawatra and Venkat R. Krishnan
Abstract. An experiment was conducted to study the impact of leader’s feminine traits and transformational leadership on organizational culture, using a sample of 109 MBA students from a leading management institute in India. A 2x2 design with four leadership scenarios—transformational feminine leader, transformational masculine leader, feminine leader, and absence of a leader—was used, and 54 characteristics of organizational culture were measured. Results of (non-parametric) Kruskal Wallis and Median tests show that feminine leadership enhances people-orientation, collaboration, and team-orientation and reduces aggressiveness, competitiveness, and resultsorientation. Transformational leadership enhances competitiveness, achievement-orientation, performance expectations, results-orientation, innovation, and using opportunities, and reduces stability, predictability, and security of employment. Results also show that transformational leadership and femininity together enhance achievement-orientation and reduce stability.
Studies have shown that leadership has an impact on the culture of an organization. The management style and beliefs of the leader influence the culture of the organization (Schein, 1984, 1990). Various authors have studied the differences between men and women leaders but not much work has been done on the impact of the traits of a leader on the culture of an organization. This experimental study looked at culture as a function of gender traits and transformational leadership. We examined the kind of culture that leaders with high feminine and transformational traits create. The transformational leaders have been perceived to be feminine. Therefore, it makes an interesting case to study the effect of femininity and transformational leadership together on culture. Theory
Impact of Gender and Transformational Leadership on Organizational Culture Shelly Kawatra and Venkat R. Krishnan
Abstract. An experiment was conducted to study the impact of leader’s feminine traits and transformational leadership on organizational culture, using a sample of 109 MBA students from a leading management institute in India. A 2x2 design with four leadership scenarios—transformational feminine leader, transformational masculine leader, feminine leader, and absence of a leader—was used, and 54 characteristics of organizational culture were measured. Results of (non-parametric) Kruskal Wallis and Median tests show that feminine leadership enhances people-orientation, collaboration, and team-orientation and reduces aggressiveness, competitiveness, and resultsorientation. Transformational leadership enhances competitiveness, achievement-orientation, performance expectations, results-orientation, innovation, and using opportunities, and reduces stability, predictability, and security of employment. Results also show that transformational leadership and femininity together enhance achievement-orientation and reduce stability.
Studies have shown that leadership has an impact on the culture of an organization. The management style and beliefs of the leader influence the culture of the organization (Schein, 1984, 1990). Various authors have studied the differences between men and women leaders but not much work has been done on the impact of the traits of a leader on the culture of an organization. This experimental study looked at culture as a function of gender traits and transformational leadership. We examined the kind of culture that leaders with high feminine and transformational traits create. The transformational leaders have been perceived to be feminine. Therefore, it makes an interesting case to study the effect of femininity and transformational leadership together on culture. Theory