Gender differences in perceptions of leadership

Linimon, Diane; Barron, William L.; Falbo, Toni

doi:10.1007/bf00288135

Cited by 22 publications

(8 citation statements)

References 12 publications

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“…Estes and Ewert (1988) make similar claims noting that physical skill expectations are lower for females than for males. Because men are more often associated with holding leadership roles than are women (Linimon et al, 1984) and more often legitimized at socially-recognized leadership tasks (i.e. decision-making, crisishandling, delegating) (Kennison, 1985;Cann and Siegfried, 1987;Gerber, 1988) leadership may be considered a reinforced high status role.…”

Section: Introductionmentioning

confidence: 99%

In the eye of the beholder: perceptions of female and male outdoor leaders

Jordan

1991

Leisure Studies

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The theory of expectation states suggests that each individual has certain performance and behavioural expectations of themselves and others in society. Those expectations are based on various roles people play within society. People in leadership roles are ascribed high status; others look up to them and grant them power and dominance. The literature also reveals that, based on gender, males are ascribed higher status than females. This can result in gender bias favouring males. This paper reports an examination of gender bias, based on participant expectations, in outdoor leadership. Participants read four descriptions of hypothetical outdoor leaders and responded to questions concerning the competence of depicted leaders. All subjects expressed a preference for a male outdoor leader thereby exhibiting some level of gender bias. While male respondents exhibited stereotypical responses to several dependent items, female respondents based the majority of their ratings on level of competence rather than sex of leader. Implications of the existence of gender bias in expectations of outdoor leaders, programme administrators and participants are discussed.

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Section: Introductionmentioning

confidence: 99%

In the eye of the beholder: perceptions of female and male outdoor leaders

Jordan

1991

Leisure Studies

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“…Both men and women associate effective leadership with an authoritarian style (Linimon et al 1984). Such a style is inconsistent with stereotypes prescribing femininity.…”

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confidence: 97%

Research Note: Organizational Theory: Blind and Deaf to Gender?

Wilson

1996

Organization Studies

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This Research Note argues that Organizational Theory (OT) has been resolutely blind and deaf to gender and suggests how a gendered approach may be developed. Despite the fact that authors such as Richard Brown (1976) and Janet Wolff (1977) argued long ago that gender should figure more largely in organizational analysis, little progress had been made. OT has accepted, and continues to accept, male ideology as the status quo. Male ideology and values must be uprooted and be seen. We must recognize the ideologies of difference which define us as men and women and the inequality that this often produces.Descriptors: ~ ~ . ~ , Organizational Theory and Behaviour (conflated in this paper to OT) as discipline areas have done little to address the question of why formidable barriers prevent the advancement of women, minority ethnic groups and the disabled. Gender divisions have been largely treated as irrelevant or invisible, in practice (Thompson and McHugh 1990). Half the population of organizations has been ignored, left at the edge or just tagged onto OT texts. Behaviour in organizations which mitigates against women and minorities is viewed as normal and therefore, in some way, acceptable. The subject area has been presented as evaluatively neutral and apolitical, but it has chiefly represented the work of men as it is chiefly men who work and therefore men who should be studied. The purpose of this Research Note is to draw together the evidence to show how organizational theory is tenaciously blind and deaf to gender. The gendered nature of organizational life is shown to be generally ignored and there is no recognition that women's work experience may be different to that of men's as a result of power relations that differentiate society at large (Burrell and Heam 1989). A suggestion will also be made about how a gendered approach may be developed. Issues concerning women and work have been considered by many as less important. OT has developed a male identity. If not ignored altogether or marginalized as a separate and distinct area in OT, women as employees are regarded as indistinguishable from men in any respect at Monash University on June 5, 2016 oss.sagepub.com Downloaded from

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“…This model suggests that following an activation of stereotype information, a controlled processing stage can result in individuals choosing to either accept or disregard that information. Especially considering that female subordinates may tend to be treated a bit differently compared with their male counterparts, and previous research suggesting differences in perceptions of leadership styles (e.g., Linimon, Barron, & Falbo, 1984), we believe women may not rate leaders as highly on warmth and competence.…”

Section: Leadership and Gendermentioning

confidence: 88%

Leadership in Workplace Meetings: The Intersection of Leadership Styles and Follower Gender

Mroz

Yoerger

Allen

2018

Journal of Leadership & Organizational Studies

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Meetings are ubiquitous across organizations, yet researchers have paid scant attention to the role of meeting leaders in affecting meeting outcomes. Because meetings are important discursive sites, the style of a meeting leader may influence subordinate views of the meeting and leader. Using a sample of working adults, we first demonstrated that meeting attendees who perceived their leader as participative viewed the leader as more warm and competent than meeting attendees who had a directive leader. We explain this finding through the framework of social exchange theory. In Study 2, we conducted an experiment to further probe the relation between meeting leader style and subordinate perceptions of the leader. Again, participants viewed participative leaders as more warm and competent than directive leaders. Interestingly, working adults preferred participative leaders over directive leaders across every type of work meeting. We further found that participant gender interacted with leader style, such that men rated directive leaders are warmer than did women, but men and women did not differ in their assessments of participative leaders.

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Gender differences in perceptions of leadership

Cited by 22 publications

References 12 publications

In the eye of the beholder: perceptions of female and male outdoor leaders

In the eye of the beholder: perceptions of female and male outdoor leaders

Research Note: Organizational Theory: Blind and Deaf to Gender?

Leadership in Workplace Meetings: The Intersection of Leadership Styles and Follower Gender

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