Perceptions of emotion expressiveness: gender differences among senior executives

Abstract

Purpose -Folk theory and empirical studies generally indicate that women tend to be somewhat more expressive than men. The present study seeks to determine whether there are gender-related emotion-expressiveness differences among senior executives and to explore the extent to which there are emotion expressiveness differences by organizational position. Design/methodology/approach -The levels of self-reported expressiveness among senior organizational leaders (781 males, 669 females) were examined. Differences by gender and position were explored using ANOVAs. Findings -In several key positions, including CEOs, males reported themselves to be significantly more expressive than females. However, differences between male and female expressiveness were not observed for certain executive positions. Further, both males and females reported statistically significant low levels of expressiveness. Research limitations/implications -Professionals charged with addressing conflict within organizations may find themselves handling socio-emotional aspects of leadership if executives are not fulfilling this responsibility. Further, organizational initiatives, such as organizational learning, may be hindered if executives do not engage in managing the emotional aspects of leadership. Finally, the reasons for gender-role reversal found in the present study should be explored in future research. Originality/value -This study adds to the literature on gender, emotion, and leadership. There are two primary contributions of the present study. First, female executives tend to report themselves as less expressive than male executives; this is in contrast with research that suggests that women are better at emotional expressiveness than men. Second, executives are, in general, not focusing on the socio-emotional dimensions of leadership, which is a well-accepted element of successful leadership.

The Leadership Style Preference among Sabah Ethnicities

“…In contrast to the trait approach, behavioral approach states that people can learn the characteristics of a leader (Ivancevich et al, 2011). Earliest behavioral approach concluded that effective leadership practices both task oriented and people oriented (Callahan et al, 2005). Finally, the contingency approach of leadership suggests that the appropriate style of leadership tend to vary according to the situational.…”

“…Finally, the contingency approach of leadership suggests that the appropriate style of leadership tend to vary according to the situational. In other words, contingency approach has to do with the principle that an effective leader is affected by the situation (Callahan et al, 2005). Path-goal theory focused more on providing enabling conditions for subordinate success and less on the situation or leader behavior (House, 1971).…”

Swearing at work and permissive leadership culture

“…From the linguistic perspective, we examine the nature of swearing and its relevance in society. We explore varying norms across gender, occupation, and seniority (see Callahan et al, 2005, for gender leadership differences).…”

“…A traditionally held norm implies that women tend to use a more prestigious style of speech than men, and avoid swearing (Jespersen, 1922). Other norms indicate the higher tendency of male leaders to be expressive (Callahan et al, 2005). However, it is wrong to simply position speech styles into two mutually exclusive groups by gender (Hughes, 1992;Stapleton, 2003).…”

Experiences of women leaders in non-profit organizations in northern BC.

“…The authors further argued that women struggle to balance the need to display respectability with being considered 'woman enough' (Mavin & Grandy, 2016). This notion of having to balance external expectations with one's 'woman-ness' is something that many researchers discuss in relation to the experience of being a woman leader (Catalyst, 2007;Callahan et al, 2005;Eagly & Carli, 2007;Vasavada, 2012).…”