Jordanian women's leadership styles in the lens of their masculinity-femininity value orientation

Rayyan, Majd

doi:10.1080/15475778.2016.1192916

Cited by 5 publications

(7 citation statements)

References 35 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…This is also seen as being more people-oriented rather than task-oriented leadership. The participants' responses are not in agreement with Muhr's [38] and Rayyan's [39] findings that females, when placed in leadership positions, display masculine-type leadership. However, these responses reflect Bissessar's [40] conclusions that female leaders tend to capitalize on their communal qualities when leading [35] and are more compassionate and caring.…”

Section: Discussioncontrasting

confidence: 78%

“…When placed in leadership positions, Muhr [38] contended that females perpetuate gender equality by becoming excessively masculinized and feminized. Such polarity in one individual would suggest that the female leader capitalizes on her feminine nurturing element and also goes according to tradition and emulates masculine-type leadership [39]. Muhr [38] further explained:…”

Section: Feminine Masculinementioning

confidence: 99%

“…(p. 338) This is also the case in her study of 115 Jordanian women leaders who were found to display both masculine and feminine leadership styles in the form of task-oriented and people-oriented leadership styles. Task-oriented individuals are concerned with getting the task completed and people-oriented leadership prefer to expend their efforts building relationships and honing the organization's social systems [39]. This would suggest that female leaders tend to exercise both communal and agentic qualities, see themselves as products and producers of their social system, and display descriptive and/or injunctive and prescriptive patterns of behaviour [40].…”

Section: Feminine Masculinementioning

confidence: 99%

“…Hofstede [1] defined culture as "the collective programming of the mind that distinguishes the members of one group or category of people form another" (p. 39). This implies the use of explicit information to form tacit knowledge and determine what distinguishes one group from another.…”

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

An Application of Hofstede’s Cultural Dimension among Female Educational Leaders

Bissessar

2018

Education Sciences

View full text Add to dashboard Cite

Abstract:With the exponential advancement of technology, global sharing, industrialization and economic development, national and global cultures are becoming more collective. More importantly, this fundamental paradigm shift is affecting national and global educational leadership cultures. Therefore, the power/distance index (PDI); individualism versus collectivism (IDV); uncertainty avoidance index (UAI); masculinity/femininity (MAS); and long-term orientation versus short-term orientation (LTO); are of interest when considering national and global cultures. These cultural dimensions can be exemplified in the responses of eight female educational leaders: three Canadians and one from Jamaica and Trinidad; two Grenadians and one Lebanese. This qualitative methodology in the form of a phenomenological study found that all respondents displayed varying degrees of each aspect of Hofstede's five cultural dimensions which can be charted along a continuum from high to low index factors. Each dimension is linked to different leadership styles. PDI is linked to servant leadership, IDV is linked to shared/participatory leadership, UAI is linked to transformational leadership and emergent leadership, and MAS is linked to people versus task-oriented leadership. In each case, the slight variances in responses reflect the microcosm of the macrocosm where each country's particular culture is mirrored. Recommendations are made for a more androgynous leadership style as well as more androgynous socialization processes if national and global educational leadership cultures are to become less gendered and more instrumental and functional based on the demands of the particular environment. It is expected that a focus could be placed on transcultural rather than intercultural studies in leadership and education.

show abstract

Section: Discussioncontrasting

confidence: 78%

Section: Feminine Masculinementioning

confidence: 99%

Section: Feminine Masculinementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

An Application of Hofstede’s Cultural Dimension among Female Educational Leaders

Bissessar

2018

Education Sciences

View full text Add to dashboard Cite

show abstract

“…Many scholarly contributions approached the issue of women leadership in terms of what it means for their career ascension (e.g., Abalkhail, 2019;Jayashree et al, 2020). Other studies compared female leadership patterns and styles or attitudes toward female leadership (e.g., Kemp et al, 2015;Neal et al, 2007;Rayyan, 2016;Yaseen, 2010). Many studies assessed female leadership in specific Arab countries such as Oman (Al-Lamky, 2007), UAE (Madsen, 2010), Saudi Arabia (Hodges, 2017), and Lebanon (Sidani et al, 2015).…”

Section: Islam and Female Leaders In The Arab Culturementioning

confidence: 99%

Women Leadership, Culture, and Islam: Female Voices from Jordan

2022

View full text Add to dashboard Cite

This paper aims to explore the experiences of female leaders considering the interplay of gender, religion, and culture. Drawing on an inductive-qualitative study, the paper examines perceptions regarding the role of religion and cultural norms in women’s ascension into leadership positions in Jordan. The results indicated that Jordanian women leaders adopted an Islamic feminist worldview and did not embrace a liberal nor a socialist/Marxist feminist worldview. Women leaders seemed wanting to claim their religion back from those forces that are reportedly holding their aspirations hostage to monolithic interpretations of religious texts. By constantly referring to their religion, female leaders wanted to be granted spaces of trust and responsibility in leadership positions that they did not see contradictory to the way they understood their faith. The paper provides insights into how women leaders understand prejudicial stereotypes and discrimination in their society, explaining how those are linked to patriarchal socio-cultural traditions emphasizing male control.

show abstract

Misconceptions and misunderstandings: an exploration of the interplay of religion, culture and gender from Muslim scholars and clerics

Koburtay,

Abualigah,

Syed

et al. 2023

CDI

View full text Add to dashboard Cite

PurposeThis study seeks to offer a contextual, multilevel perspective on the impact of patriarchal culture and Islamic faith on issues facing women holding leadership positions in a Middle Eastern context.Design/methodology/approachData were collected through 25 in-depth qualitative interviews along with open-ended questions in a paper-based survey. In view of the authors' research objectives, the authors purposively recruited participants who were identified as Muslim scholars (academics) and clerics (practitioners).FindingsWhile the study challenges the prevailing stereotype that Islam holds women leaders back by referring to Islamic teachings that support gender equality, it also highlights the adverse impact of gender discriminatory misinterpretations of Islam for women leaders. The study identifies three interconnected, multilevel factors that lead to misinterpretations of Islamic teachings, i.e. (1) cultural factors (macro level – i.e. patriarchal and tribal culture), (2) organizational factors (meso level – i.e. organizational policies) and (3) individual factors (micro level – i.e. interpretations and practices of religion).Research limitations/implicationsThis study contributes to the existing theory development of religion and women in leadership by presenting a novel model highlighting the interplay between religion, patriarchy and women in leadership.Practical implicationsThe study recommends the application of a gender egalitarian system that enables full utilization of women's skills and capabilities by (1) reducing the discriminatory function of tribal culture and (2) identifying steps to reform inegalitarian gender practices in the Arab region.Originality/valueThe research is unique as it is the first time that a study has incorporated Muslim academic scholars' and clerics' views into gender and organization research. The study is thus contextually relevant and offers fresh multilevel insights on the interplay among religion, culture and gender.

show abstract

Jordanian women's leadership styles in the lens of their masculinity-femininity value orientation

Cited by 5 publications

References 35 publications

An Application of Hofstede’s Cultural Dimension among Female Educational Leaders

An Application of Hofstede’s Cultural Dimension among Female Educational Leaders

Women Leadership, Culture, and Islam: Female Voices from Jordan

Misconceptions and misunderstandings: an exploration of the interplay of religion, culture and gender from Muslim scholars and clerics

Contact Info

Product

Resources

About