Feminine traits improve transformational leadership advantage: investigation of leaders’ gender traits, sex and their joint impacts on employee contextual performance

Chen, Shu-Chen; Shao, Jieqi

doi:10.1108/gm-06-2020-0167

Cited by 11 publications

(13 citation statements)

References 81 publications

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“…Our findings indicate that perceived leader competence would amplify the advantages or disadvantages of female leaders displaying masculinity gender roles. By manifesting female advantage in leadership for masculine women with high perceived competence, our research extends previous literature which suggests that female leaders are more effective only when they demonstrate feminine traits (Chen and Shao, 2022; Eichenauer et al. , 2021).…”

Section: Discussionsupporting

confidence: 81%

Section: Discussionmentioning

confidence: 99%

“…Considering that gender stereotypes may vary with industrial and regional culture (Chen and Shao, 2022; Dutz et al. , 2021), we collected data from both traditional and high-tech industries in both developed and less-developed area in China.…”

Section: Methodsmentioning

confidence: 99%

“…Considering that gender stereotypes may vary with industrial and regional culture (Chen and Shao, 2022;Dutz et al, 2021), we collected data from both traditional and high-tech industries in both developed and less-developed area in China. Through personal contacts of one of the authors, we managed to get the support of HR managers in various companies to facilitate data collection.…”

Section: Participants and Proceduresmentioning

confidence: 99%

“…Such gender bias backlash against male leaders was also found in some other research. For example, male leaders are evaluated less effective than female counterparts when they both demonstrate transformational or servant leadership styles (Chen and Shao, 2022;Kark et al, 2012;Lemoine and Blum, 2021). Self-reliant male leaders are seen as being similarly competent, but less communal than self-reliant female leaders, which leads to a male disadvantage in leader effectiveness (Schaumberg and Flynn, 2017).…”

Section: Limitations and Directions For Future Researchmentioning

confidence: 99%

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Perceived competence overrides gender bias: gender roles, affective trust and leader effectiveness

Jiang

Huang

et al. 2022

LODJ

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PurposeDespite abundant research on the negative effect of gender stereotypes on female leaders, it remains unclear whether leader competence perceived by the subordinates could overcome this backlash effect. Drawing on expectation states theory and expectancy violation theory, the authors investigate how the interaction among leaders' gender roles, leader sex and subordinates' perceived leader competence influences leader effectiveness through subordinates' affective trust.Design/methodology/approachData were collected through two-wave surveys among 489 participants from various sectors in different parts of China. SPSS and Hayes PROCESS were used to test the hypotheses.FindingsHigh competence perceived by the subordinates helps female leaders to overturn the negative effect of masculinity and strengthen the positive effect of femininity, whereas this positive moderation does not hold for male leaders.Originality/valueThis study addresses the ongoing debate about “female advantage” in leadership by showing that female leaders benefit from high perceived competence and are penalized by low perceived competence to a greater extent than male leaders in terms of leader effectiveness.

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Section: Discussionsupporting

confidence: 81%

Section: Discussionmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

Section: Participants and Proceduresmentioning

confidence: 99%

Section: Limitations and Directions For Future Researchmentioning

confidence: 99%

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Perceived competence overrides gender bias: gender roles, affective trust and leader effectiveness

Jiang

Huang

et al. 2022

LODJ

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The effect of business owners’ personal characteristics on enterprises’ human resource management strategies – a multigroup comparison model based on micro, small and medium-sized private enterprises

Li,

Huang,

Sun

et al. 2024

JAMR

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PurposeIt has been proven that the characteristics of top management in an organization have an impact on the organization’s employee management strategies. In micro, small and medium-sized enterprises, the business owner’s influence is constructive. However, there has been little discussion about the influence of business owners’ personal characteristics on enterprises’ human resource management (HRM) strategies.Design/methodology/approachIn this study, two complementary experimental designs – quantitative research and qualitative research – were adopted to verify the theoretical framework.FindingsThe results show that business owners with masculine characteristics tend to adopt the strategies of internal development and external acquisition, while those with feminine characteristics tend to adopt the strategies of internal development. Significant differences were found between the female business owner group and the male business owner group in terms of the relationship paths of gender role orientation, leadership style and gender role orientation and HRM strategies.Originality/valueFirstly, this is the first time to discuss human resource management strategies from the perspective of gender roles. Secondly, the data of this research is collected from entrepreneurs, which is another advantage of this research. Finally, this research has obtained more valuable research findings. This study found that feminine bosses tend to adopt internally developed human resource strategies, while masculine bosses value internally developed human resource management strategies and also tend to adopt external acquisition strategies. Studies have shown that companies that adopt defensive strategies rely more on internally developed human resource management strategies, while those with exploratory strategies are more inclined to externally acquired human resource management strategies. So, does the boss’s gender role orientation match the organizational strategy, that is, feminine bosses adopt defensive strategies, while masculine bosses adopt defensive and exploratory organizational strategies? This point provides new research ideas for the development of private enterprises.

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Transformational women leadership: a road to sustainable development goal of women empowerment

Gaur,

Gupta,

Pal

2023

JGR

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Purpose To promote gender equality, world leaders at the UN came up with Sustainable Development Goal 5 (SDG5). It proposes to eliminate discrimination against women by providing them with similar opportunities for reaching leadership positions. Hence, this study aims to examine the contribution made by women transformational leaders to their employees’ performance. The study seeks to emphasize the role played by female leaders in the on-job performance of employees and their mental well-being by encouraging intrinsic motivation among them. Design/methodology/approach For the purpose of data collection, a questionnaire was sent through Google Forms to the employees who had females as their superiors or in the decision-making position. Data from a final sample of 517 respondents was gathered, on which SEM was applied to analyze the direct impact of transformational women’s leadership on employee performance and the indirect impact through the mediation of intrinsic motivation. Findings The study found that by having feminine traits, women are stronger transformational leaders as they encourage individuals to be self-motivated instead of getting stimulated because of some external incentive. Also, such a leadership style ensures better work performance and mentally healthier employees. In addition, transformational women's leadership creates a better work environment by inspiring a teamwork culture instead of individualism. Practical implications The study has implications for not just researchers but other stakeholders as well. The study is useful for organizations as it directs them to hire and promote more women for leadership positions. Also, the results hint that people prefer working for women-led organizations as it will ensure a healthier work atmosphere. Originality/value There are many studies from earlier times related to transformational leadership. However, female leadership and the role it plays for employees have not gotten their fair share of attention. Thus, to the best of the authors’ knowledge, the present work is one of the very few where contributions made by women transformational leaders have been assessed.

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Feminine traits improve transformational leadership advantage: investigation of leaders’ gender traits, sex and their joint impacts on employee contextual performance

Cited by 11 publications

References 81 publications

Perceived competence overrides gender bias: gender roles, affective trust and leader effectiveness

Perceived competence overrides gender bias: gender roles, affective trust and leader effectiveness

The effect of business owners’ personal characteristics on enterprises’ human resource management strategies – a multigroup comparison model based on micro, small and medium-sized private enterprises

Transformational women leadership: a road to sustainable development goal of women empowerment

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