Stereotyping leadership: An investigation about leaders perception
(Sprache: Englisch)
The objective of this study is to evaluate gender and cultural differences in the perception of male and female leaders in a feedback situation. The research is based upon considerations from a literature review in the fields of gender bias and stereotypes...
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The objective of this study is to evaluate gender and cultural differences in the perception of male and female leaders in a feedback situation. The research is based upon considerations from a literature review in the fields of gender bias and stereotypes previously conducted. Subjects from Spain and Germany were asked to evaluate a director (male or female) in a fictive feedback situation that was described prior to a short questionnaire. The questions of the questionnaire were based on previous research and findings of the literature review. We tested if previous experience with a woman leader was related to a higher evaluation of the female leader and if there was a relationship between the previous experience with a female leader and the preference to work for a certain leader s gender. Results from the study show that gender, culture and previous experience with a female leader had no influence on the leader s evaluation. A discussion with possible interpretations of the findings and implication for further research follows.
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Textprobe:Chapter: Women and transformational leadership:
Some studies reported that the outcome of the female and male leadership styles had no significant difference (Judeh, 2010; Manning, 2002). A study by Eagly, Johannesen-Schmidt, and Van Engen, (2002) showed instead that female leaders were rated by their subordinates as being more transformational leaders than male leaders. The study consisted of a meta-analysis of 45 studies of transformational, transactional, and laissez-faire leadership styles.
The transformational leadership theory was described by Bass & Avolio (1994) and consists in a concept of leadership as exceptional leadership performance that exist when leaders broaden and elevate the interests of their followers, when they generate awareness and acceptance of the purposes and mission of the group, and when those leaders stir their followers to look beyond their self-interest for the group benefit (Judeh, 2010, p. 1-2).
Bass & Avolio (1994) explain in the Full Range Leadership Theory (FRLT) that every leader should use different styles of leadership in order to be effective. The different styles can be summarized as following: Laissez-faire leadership style: the leader is absent and let the subordinates decide; Management by exception: the leader intervene shortly before or after a mistake has made by subordinates; Transactional leadership: leader and subordinates exchange e.g. services, work, development program with wage, free time or praise; Transformational leadership: inspires and motivates through effective communication, through her charismatic power, through positive interactions and positive influence.
In order to measure the perception of a leader by his followers according to the Full Range Leadership Theory (Avolio, 2011), the researchers mentioned above (Judeh, 2010; Manning, 2002; Eagly et al., 2010), used the MLQ (multifactor leadership questionnaire), a tool developed by Bass and Avolio (2000) selves. The MLQ is a
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questionnaire similar to a 360° questionnaire, which is sent, usually electronically, to various employees and supervisors of the executive who is being assessed, and completed by those persons. The completed questionnaires are returned electronically to the institution that is doing the evaluation. A copy is filled out by the executive himself or herself, the so-called Self-Score Version. The evaluation is also sent electronically, and a profile of the executive is created.
The concept of transformational leadership shows a type of leader that is valued as effective, well accepted and admired, and that it represents a role model because of their inspirational and charismatic characteristics (Bass & Avolio, 1994; Bass & Riggio, 2006; Yukl, 2011). Results of the research program GLOBE confirm that the transformational leadership style is valued positively and effectively by every country and culture (Dorfman, Hanges, & Brodbeck, 2004). The study by Eagly et al. (2003), mentioned above, shows contradictory results with other studies that suggest clearly that female leaders in the workplace are less liked than their male colleagues even though they are perceived as competent (Catalyst, 2007). The transformational leader in fact is liked and respected, is seen as social and empathetic and has high interpersonal competences such as social skills. Social skills include, for example, empathy and communication abilities and leaders help their subordinates satisfy their personal needs (Hall & Donnell, 1979; Hogan & Hogan, 2002). That is why a female leader can fast relate to others and as a consequence could advance faster in her career (Hall & Donnell, 1979). Nevertheless recent studies that analyze the different types of leadership shown by women and men, report that women leaders tend to show a more transformational leadership style, the most effective style in an organization (Eagly & Carli, 2004, 2007; García-Retamero & López-Zafra, 2006).
The concept of transformational leadership shows a type of leader that is valued as effective, well accepted and admired, and that it represents a role model because of their inspirational and charismatic characteristics (Bass & Avolio, 1994; Bass & Riggio, 2006; Yukl, 2011). Results of the research program GLOBE confirm that the transformational leadership style is valued positively and effectively by every country and culture (Dorfman, Hanges, & Brodbeck, 2004). The study by Eagly et al. (2003), mentioned above, shows contradictory results with other studies that suggest clearly that female leaders in the workplace are less liked than their male colleagues even though they are perceived as competent (Catalyst, 2007). The transformational leader in fact is liked and respected, is seen as social and empathetic and has high interpersonal competences such as social skills. Social skills include, for example, empathy and communication abilities and leaders help their subordinates satisfy their personal needs (Hall & Donnell, 1979; Hogan & Hogan, 2002). That is why a female leader can fast relate to others and as a consequence could advance faster in her career (Hall & Donnell, 1979). Nevertheless recent studies that analyze the different types of leadership shown by women and men, report that women leaders tend to show a more transformational leadership style, the most effective style in an organization (Eagly & Carli, 2004, 2007; García-Retamero & López-Zafra, 2006).
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Autoren-Porträt von Elena Tecchiati
Elena Tecchiati is an organizational psychologist who previously studied languages and linguistics in Italy, followed by advertisement and marketing in Germany. Elena is specialized in leadership psychology and interpersonal communication development and has been working as coach and trainer internationally in four languages. She lives in Barcelona, Spain, where she also works as lecturer at different universities and academies. She is also an author of different publications in the fields of communication and leadership.
Bibliographische Angaben
- Autor: Elena Tecchiati
- 2015, Erstauflage, 48 Seiten, Maße: 15,5 x 22 cm, Kartoniert (TB), Englisch
- Verlag: Anchor Academic Publishing
- ISBN-10: 3954893606
- ISBN-13: 9783954893607
Sprache:
Englisch
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