In recent years, there has been a growing interest in understanding the role of gender in leadership style. As more and more women are taking on leadership roles in various industries, questions about how their leadership style differs from that of men have become increasingly relevant. This short literature review seeks to examine the existing research on this topic and shed light on the complexities of gender and leadership style.
The Influence of Gender on Leadership Style
Gender has long been perceived as a determinant of leadership style. Traditionally, leadership has been associated with masculine traits such as assertiveness, confidence, and decisiveness. In contrast, feminine traits such as empathy, collaboration, and inclusiveness were often overlooked in traditional leadership paradigms. However, as the idea of leadership evolves, so does our understanding of how gender influences leadership style.
Research has shown that there are indeed differences in the leadership styles of men and women. For example, a study by Eagly and Johnson (1990) found that women tend to use a more participative and democratic leadership style, whereas men are more likely to employ a directive and autocratic style. These findings suggest that gender does play a role in shaping leadership behaviors and practices.
The Impact of Gender Diversity in Leadership
Gender diversity in leadership has been a topic of considerable interest in organizational research. Many studies have explored the impact of having a gender-diverse leadership team on organizational performance and culture. While the findings have been mixed, some research suggests that gender-diverse leadership teams may lead to better decision-making, improved financial performance, and a more inclusive work environment.
One notable example is a study by Catalyst, a global nonprofit organization focused on promoting women in the workplace, which found that companies with more women in senior leadership roles financially outperform those with fewer women in leadership positions. This suggests that gender diversity in leadership can have tangible benefits for organizations.
Challenges Faced by Women in Leadership
Despite the progress made in narrowing the gender gap in leadership, women continue to face unique challenges in leadership positions. Research indicates that women leaders often have to navigate gender-based stereotypes, biases, and expectations that can impact their leadership effectiveness and career advancement.
For example, a study by Heilman and Okimoto (2007) demonstrated that women in leadership roles are often evaluated more negatively than men when they display assertive behaviors, which are typically associated with male leadership. This suggests that women may have to walk a fine line between being assertive and avoiding backlash for violating gender norms.
Conclusion
Gender plays a complex and nuanced role in leadership style. While research suggests that there are differences in the leadership styles of men and women, IT is important to recognize that these differences are not inherently better or worse. Rather, they reflect the diversity of leadership approaches that can be valuable in different contexts. Gender diversity in leadership can bring unique perspectives and contribute to better decision-making and organizational performance.
FAQs
What is the role of gender in leadership style?
Gender can influence leadership style, with research suggesting that women tend to employ a more participative and democratic style, while men are more likely to use a directive and autocratic approach.
Why is gender diversity in leadership important?
Gender diversity in leadership has been linked to better decision-making, improved financial performance, and a more inclusive organizational culture.
What challenges do women face in leadership positions?
Women in leadership roles often have to navigate gender-based stereotypes, biases, and expectations that can impact their effectiveness and career advancement.
References
Eagly, A. H., & Johnson, B. T. (1990). Gender and leadership style: A meta-analysis. Psychological Bulletin.
Heilman, M. E., & Okimoto, T. G. (2007). Why are women penalized for success at male tasks?: The implied communality deficit. Journal of Applied Psychology.
Catalyst. (2011). The bottom line: Corporate performance and women’s representation on boards. Catalyst.
