Sex‐role Behaviour and Leadership: An Empirical Investigation

Bushardt, Stephen C.; Fowler, Aubrey R.; Caveny, Regina

doi:10.1108/eb053622

Cited by 7 publications

(2 citation statements)

References 5 publications

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“…However, this increasing demand for masculine traits does not diminish the established importance of feminine skills, such as compassion, care and understanding, in these roles [79]. Thus, it is an Androgynous Gender Role that can express both types of gendered skills which is now desirable in educators [79] and nurses [80][81][82]. While Gender Identity remains decisive in occupational choices [83], the Androgynous seem unhampered by the cognitive conflicts which non-traditional roles typically cause [84].…”

Section: The Advent Of the 'Manny'mentioning

confidence: 99%

Androgyny in the Mirror of Self-Actualisation and Spiritual Health

Ivtzan¹,

R²

2009

TOPSYJ

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This study evaluates issues concerning the potential relationship between androgyny (incorporating both male and female features) and Self-Actualisation (fulfilment of one's fullest potential) while evaluating their role in feminine and non-feminine occupations. 119 participants (half employed in Traditionally-Feminine occupations and the other half in Non-Feminine jobs) answered the Bem Sex Role Inventory (BSRI) and the Personal Orientation Inventory (POI). Those deemed to possess an Androgynous Gender Role, by the BSRI, were found to be significantly more Self-Actualised across almost the entire range (ten out of twelve) of the POI scales, than those of Non-Androgynous Gender Identities. Thus, the long argued and conflicting assertion for the Self-Actualising benefits of an Androgynous Gender Identity are supported by the current study. No differences were found between the prevalence of Androgyny or achievement of Self-Actualisation between the Experimental (those employed in typically-female fields) and Control (those engaged in traditional-gender or gender-non-specific work) occupation groups; although significant lower numbers of Masculine Men in the Experimental group do verify that Gender Roles continue to be an influential occupational factor.

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Section: The Advent Of the 'Manny'mentioning

confidence: 99%

Androgyny in the Mirror of Self-Actualisation and Spiritual Health

Ivtzan¹,

R²

2009

TOPSYJ

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“…The instrument developed by Bem (1974) was widely used to measure women leaders' sex-role orientation (Bushardt et al, 1987;Korabik, 1990;Martin, 1993) and was adopted to study sex-role orientation in the Hong Kong context (Lau, 1989;Lau and Wong, 1992). The questionnaire consists of two sub-scales: one on masculinity (20 items) and the other on femininity (20 items).…”

Section: Sex-role Orientation Measurementioning

confidence: 99%

Perceptions of women principals’ leadership and teachers’ work attitudes

Shum

Cheng

1997

Journal of Educational Administration

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Why Can′t Men Lead Like Women?

Appelbaum¹,

Shapiro²

1993

Leadership &Amp; Organization Development Journal

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While some women have emerged as leaders within contemporary organizations, they occupy one‐third of managerial and professorial positions in Canada while composing approximately one‐half of the workforce. At top managerial levels, they occupy less than 5 per cent of senior positions. Earlier research identified “female deficiencies” as a reason why few women have made it to the top. Other findings have indicated that following a masculine model has both advantages and disadvantages for aspiring women managers. Developmental differences between both sexes has helped to explain some of the problems for leaders and followers. Interactive leadership styles utilized by women have been beneficial in moving both genders towards a solution insofar as this style involves four factors: encouraging participation; sharing power and information; enhancing self‐worth of others and finally, energizing others. The use of an androgynous leadership model has not yielded significant findings but there are common characteristics of successful leaders combining both the masculine and feminine models. Organizations and their top leaders need to expand their definition of effective leadership so that an interactive style can be valued, allowing these organizations to be flexible in surviving within an increasingly competitive and diverse environment.

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Sex‐role Behaviour and Leadership: An Empirical Investigation

Cited by 7 publications

References 5 publications

Androgyny in the Mirror of Self-Actualisation and Spiritual Health

Androgyny in the Mirror of Self-Actualisation and Spiritual Health

Perceptions of women principals’ leadership and teachers’ work attitudes

Why Can′t Men Lead Like Women?

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