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Leadership styles of men and women in the Arab world

Leadership styles of men and women in the Arab world Purpose – Disagreement amongst Arab writers, researchers, politicians, and others exists regarding the Arab woman's struggle to take on a leadership role traditionally dominated by Arab men. For many, discussions on whether Arab women should work and lead, be a housewife or work with restrictions are continually under controversy. The purpose of this paper is to examine Arab women leadership style based on transformational, transactional, and laissez‐faire styles of men and women. Design/methodology/approach – The main research instrument is the multifactor leadership questionnaire. Findings – The findings reveal that women in the Arab world exceed men on four transformational scales: the attributes version of idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Arab men exceed Arab women on two transactional scales: management by exception passive and management by exception active, whereas women exceed men on contingent rewards. Laissez‐faire leadership style goes to Arab men. Research limitations/implications – Although the paper provides a useful overview of the traditional thinking and abilities of Arab women leadership and their effectiveness in the Arab world, the sample is limited in size. Further research can be done with larger sample to test the findings. Originality/value – The paper offers inputs for researchers and writers. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Education, Business and Society: Contemporary Middle Eastern Issues Emerald Publishing

Leadership styles of men and women in the Arab world

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Publisher
Emerald Publishing
Copyright
Copyright © 2010 Emerald Group Publishing Limited. All rights reserved.
ISSN
1753-7983
DOI
10.1108/17537981011022823
Publisher site
See Article on Publisher Site

Abstract

Purpose – Disagreement amongst Arab writers, researchers, politicians, and others exists regarding the Arab woman's struggle to take on a leadership role traditionally dominated by Arab men. For many, discussions on whether Arab women should work and lead, be a housewife or work with restrictions are continually under controversy. The purpose of this paper is to examine Arab women leadership style based on transformational, transactional, and laissez‐faire styles of men and women. Design/methodology/approach – The main research instrument is the multifactor leadership questionnaire. Findings – The findings reveal that women in the Arab world exceed men on four transformational scales: the attributes version of idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Arab men exceed Arab women on two transactional scales: management by exception passive and management by exception active, whereas women exceed men on contingent rewards. Laissez‐faire leadership style goes to Arab men. Research limitations/implications – Although the paper provides a useful overview of the traditional thinking and abilities of Arab women leadership and their effectiveness in the Arab world, the sample is limited in size. Further research can be done with larger sample to test the findings. Originality/value – The paper offers inputs for researchers and writers.

Journal

Education, Business and Society: Contemporary Middle Eastern IssuesEmerald Publishing

Published: Mar 2, 2010

Keywords: Women; Gender; Leadership; Prejudice; United Arab Emirates

References