In search of gender advantage

Vecchio, Robert P.

doi:10.1016/j.leaqua.2003.09.005

Cited by 70 publications

(92 citation statements)

References 53 publications

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“…Although an early meta-analysis suggested that women and men do not differ in their leadership styles (Dobbins & Platz, 1986), later meta-analyses covering more studies showed that women demonstrate a more democratic-participative, transformational, and laissez-faire style of leadership, whereas men demonstrated more autocraticdirective leadership (Eagly, Johannesen-Schmidt, & van Engen, 2003;Eagly & Johnson, 1990;van Engen & Willemsen, 2004). In light of these behavioral differences, some scholars argue for "female leadership advantage" (i.e., women make a more effective leader than men in contemporary environment) (Eagly and Carli, 2003a) although this has been debated (see Vecchio, 2002;and also the exchanges between Eagly and Carli, 2003aand 2003b, and Vecchio, 2003.…”

Section: Biological Sex Gender and Leadershipmentioning

confidence: 99%

Individual differences as antecedents of leader behavior: Towards an understanding of multi-level outcomes

Tunçdoğan

Acar

Stam

2017

The Leadership Quarterly

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Section: Biological Sex Gender and Leadershipmentioning

confidence: 99%

Individual differences as antecedents of leader behavior: Towards an understanding of multi-level outcomes

Tunçdoğan

Acar

Stam

2017

The Leadership Quarterly

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“…The lively debate on the relevance of role congruity theory for leadership (Eagly and Carli, 2003;Vecchio, 2003) testifies to the need for further assessments of leader role models in various contexts. From that perspective, this paper explores new avenues by scrutinizing the behavior of female leaders in West African cooperatives.…”

Section: Literature Reviewmentioning

confidence: 99%

Women Leaders and Social Performance: Evidence from Financial Cooperatives in Senegal

Périlleux

Szafarz

2015

World Development

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How do women leaders such as board members and top managers influence the social performance of organizations? This paper addresses the question by exploiting a unique database from a Senegalese network of 36 financial cooperatives. We scrutinize the loan-granting decisions, made jointly by the locally elected board and the top manager assigned by the central union of the network. Our findings are threefold. First, female-dominated boards favor social orientation. Second, female managers tend to align their strategy with local boards' preferences. Third, the central union tends to assign male managers to female-dominated boards, probably to curb the boards' social orientation.

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“…Toutefois, alors que certains chercheurs notent une différence entre les styles de leadership des hommes et des femmes, d'autres sont arrivés à la conclusion que le sexe des gestionnaires n'influence pas leur style de leadership (Cole, 1997 ;Powell, 1990 ;Vikinias et Cartan, 1993 ;Van Engen, Van Der Leeden et Willemsen, 2001 ;Vecchio, 2003). Devant cette absence de consensus, ces études, pour la plupart conceptuelles, nous amènent à vouloir comprendre les types de comportements adoptés selon qu'on soit homme ou femme dans un contexte de transmission des entreprises.…”

Section: Leadership Transactionnel Et Transformationnelunclassified

Prendre les rênes de la PME familiale et se faire accepter

Koffi

Lorrain

2012

ipme

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Cette étude de cas comparative présente comment les prédécesseurs hommes et femmes amènent leurs successeurs à se faire accepter par les membres de leur entreprise. Pour amener ceux-ci à l’acceptation, les prédécesseures adoptent des comportements différents de ceux des prédécesseurs. Faisant confiance aux successeurs, elles les protègent, les habilitent, adoptent un style de leadership « maternaliste » et mettent l’accent sur le travail collaboratif. Pour leur part, les prédécesseurs inspirent les successeurs, les habilitent, les amènent à faire leurs preuves et mettent l’accent sur des rencontres dyadiques. De plus, le successeur, pour être accepté, doit se faire intégrer en douceur, faire montre des valeurs et comportements compatibles avec ceux de l’entreprise, manifester intérêt, initiative, engagement, investissement de temps et d’énergie et gagner confiance et respect. Le processus d’acceptation vécu par les successeurs pour se faire accepter par le personnel de l’entreprise diffère donc selon qu’on est homme ou femme prédécesseur. Cette recherche montre l’importance de tenir compte du sexe du prédécesseur dans les études sur la succession dans les PME familiales.This comparative case study puts the emphasis on the ways used by men- and women-predecessors to be accepted by the other members of their enterprise. To bring the latter to the acceptation of the successor, the women-predecessors adopt different behaviors than the men-predecessors. Giving their confidence to the successor, the women-predecessors protect them, help them, adopt a « maternal » style of leadership, and put the emphasis on collaborative work. As for the predecessors, they inspire the successors, help them, bring them to prove their ability, and organize dyadic meetings. Furthermore, in order to be accepted, the successor must be integrated slowly within the enterprise, show values and behaviors compatible with those of the enterprise, show interest, initiative, involvement, investment of time and energy, and gain confidence and respect. The acceptation process experienced by the successors to be accepted by the other members of their enterprise is therefore different according whether we are a man- or a woman-predecessor. This research shows all the importance to take into account the gender of the predecessor in the studies related to the succession within family SMBs (Small and Medium Businesses).Este estudio de caso comparativo muestra como los predecesores-hombres y mujeres- impulsan a sus sucesores a ser aceptados por los integrantes de sus empresas. Para conducirlos a la aceptación, las predecesoras adoptan comportamientos distintos a los de los predecesores. Al otorgar su confianza a los sucesores, protegiéndolos y habilitándolos, ellas adoptan un estilo de liderazgo « maternal », enfatizando el trabajo colaborativo. Los ...

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In search of gender advantage

Cited by 70 publications

References 53 publications

Individual differences as antecedents of leader behavior: Towards an understanding of multi-level outcomes

Individual differences as antecedents of leader behavior: Towards an understanding of multi-level outcomes

Women Leaders and Social Performance: Evidence from Financial Cooperatives in Senegal

Prendre les rênes de la PME familiale et se faire accepter

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