Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Lost opportunity Is transformational leadership accurately recognized and rewarded in all managers?

Lost opportunity Is transformational leadership accurately recognized and rewarded in all managers? Purpose – This study aims to test how senior leaders recognize and reward the same leadership behavior in male and female managers. Design/methodology/approach – A total of 120 senior government leaders evaluated simulated performance reviews wherein only manager's sex and engagement in individually considerate transformational leadership behavior varied. Findings – Senior leaders (of both sexes) penalized male and female managers for failing to engage in individually considerate transformational leadership behavior (i.e. rating them as significantly less competent and civil, and recommending them for significantly fewer rewards such as salary and promotion) compared to control groups. However, only male managers benefited (in terms of competence ratings, recognition and reward) from being rated high on this behavior. Practical implications – Findings support arguments in the literature for a “feminization” of leadership, whereby both male and female managers are now penalized for not engaging in individually considerate leadership behavior. However, they also question the extent to which women will get credit for engaging in some of the same transformational leadership behaviors as men. Originality/value – Researchers and practitioners often collapse across components of the Multi‐Factor Leadership Questionnaire (MLQ) in measuring transformational leadership behavior. This may obfuscate some of the components being aligned with sex role stereotypes, and therefore unlikely to be rewarded in certain candidates. If the present findings are confirmed by future research, there may be reason to question how the MLQ is being used in research and practice on transformational leadership behavior. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Equality Diversity and Inclusion: An International Journal Emerald Publishing

Lost opportunity Is transformational leadership accurately recognized and rewarded in all managers?

Download PDF
22 pages

Loading next page...
 
/lp/emerald-publishing/lost-opportunity-is-transformational-leadership-accurately-recognized-6wiTZn0Zuw

References (109)

Publisher
Emerald Publishing
Copyright
Copyright © 2012 Emerald Group Publishing Limited. All rights reserved.
ISSN
2040-7149
DOI
10.1108/02610151211199218
Publisher site
See Article on Publisher Site

Abstract

Purpose – This study aims to test how senior leaders recognize and reward the same leadership behavior in male and female managers. Design/methodology/approach – A total of 120 senior government leaders evaluated simulated performance reviews wherein only manager's sex and engagement in individually considerate transformational leadership behavior varied. Findings – Senior leaders (of both sexes) penalized male and female managers for failing to engage in individually considerate transformational leadership behavior (i.e. rating them as significantly less competent and civil, and recommending them for significantly fewer rewards such as salary and promotion) compared to control groups. However, only male managers benefited (in terms of competence ratings, recognition and reward) from being rated high on this behavior. Practical implications – Findings support arguments in the literature for a “feminization” of leadership, whereby both male and female managers are now penalized for not engaging in individually considerate leadership behavior. However, they also question the extent to which women will get credit for engaging in some of the same transformational leadership behaviors as men. Originality/value – Researchers and practitioners often collapse across components of the Multi‐Factor Leadership Questionnaire (MLQ) in measuring transformational leadership behavior. This may obfuscate some of the components being aligned with sex role stereotypes, and therefore unlikely to be rewarded in certain candidates. If the present findings are confirmed by future research, there may be reason to question how the MLQ is being used in research and practice on transformational leadership behavior.

Journal

Equality Diversity and Inclusion: An International Journal – Emerald Publishing

Published: Dec 30, 2011

Keywords: Performance appraisal; Promotion; Leader evaluation; Transformational leadership; Individually considerate leadership behaviour; Leadership styles; Women; Leadership

There are no references for this article.