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Leader evaluations: a new female advantage?

Leader evaluations: a new female advantage? Purpose – The purpose of this study is to examine sex effects in evaluations of transformational and transactional leaders. Design/methodology/approach – A total of 459 part‐time (evening) MBA students, most of whom worked full‐time, read a vignette of either a male or female leader who exhibited either a transformational or transactional leadership style and then evaluated the leader's behavior. Findings – Female‐transformational leaders received more favorable evaluations than male‐transformational leaders, especially from female evaluators. However, evaluations of transactional leaders did not differ according to leader sex, and male evaluators did not evaluate male and female leaders of either style differently. Research limitations/implications – Evaluators were enrolled in a part‐time graduate program in management; hence, results may not be generalizable to other populations. In addition, the study focused on evaluation of hypothetical rather than actual leaders. The results suggest a female advantage in evaluations of transformational leaders, especially when women are the evaluators. Extension of theories of gender and leadership to account for such results and testing of the extended theories is recommended. Practical implications – The results suggest the continued presence of sex‐related biases in leader evaluations, although in a different direction than in prior research. Organizations need to take steps to discourage expression of such biases. Originality/value – Contrary to prior research, the results suggest that sex effects in leader evaluations now favor female leaders more than male leaders. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Gender in Management An International Journal Emerald Publishing

Leader evaluations: a new female advantage?

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References (77)

Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
1754-2413
DOI
10.1108/17542410810866926
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this study is to examine sex effects in evaluations of transformational and transactional leaders. Design/methodology/approach – A total of 459 part‐time (evening) MBA students, most of whom worked full‐time, read a vignette of either a male or female leader who exhibited either a transformational or transactional leadership style and then evaluated the leader's behavior. Findings – Female‐transformational leaders received more favorable evaluations than male‐transformational leaders, especially from female evaluators. However, evaluations of transactional leaders did not differ according to leader sex, and male evaluators did not evaluate male and female leaders of either style differently. Research limitations/implications – Evaluators were enrolled in a part‐time graduate program in management; hence, results may not be generalizable to other populations. In addition, the study focused on evaluation of hypothetical rather than actual leaders. The results suggest a female advantage in evaluations of transformational leaders, especially when women are the evaluators. Extension of theories of gender and leadership to account for such results and testing of the extended theories is recommended. Practical implications – The results suggest the continued presence of sex‐related biases in leader evaluations, although in a different direction than in prior research. Organizations need to take steps to discourage expression of such biases. Originality/value – Contrary to prior research, the results suggest that sex effects in leader evaluations now favor female leaders more than male leaders.

Journal

Gender in Management An International Journal – Emerald Publishing

Published: May 9, 2008

Keywords: Gender; Leadership; Transformational leadership; Transactional leadership

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