This article explores strategies for enhancing women's effectiveness as leaders by first recognizing that leadership itself is gendered and is enacted within a gendered context, two themes that recur throughout this issue. These contexts exist along a continuum ranging from male‐dominated, hierarchical, performance‐oriented, power‐expressive and thus masculinized contexts at one extreme to transformational contexts that stress the empowerment of followers at the other pole. Each context suggests different strategies for making women leaders effective, emphasizing women‐specific recommendations in masculinized contexts that focus on status enhancement and the legitimation of women leaders in contrast to innovative contexts with broader task goals that prove more congenial for women, as well as men, leaders.
Journal of Social Issues – Wiley
Published: Jan 1, 2001
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