‘In general men and women tend to use different leadership styles.’ Research and evaluate the current thinking on this topic.
Introduction
Leadership has been traditionally regarded as a solely male domain (Spector, 1996). However, it is quite apparent that the working female population has rapidly increased, and furthermore many females hold supervisory, managerial, and consequently leadership positions (Klenke1996). Robbins, Bergman, Stagg, and Coulter (2000, p.593) define leadership as “the ability to influence a group towards the achievement of goals”. There are various methods that can be used to influence a group towards a specific goal, some more effective than others (Muchinsky, 1997). As Robbins et al., (2000) note, some leaders will have a democratic or person orientated leadership style, whereby the leader takes the opinions and feelings of their subordinates into consideration, and involves them when making a decision. Conversely, there are other leaders who may use an autocratic or task orientated leadership style, where they make decisions based on what is required to be done and do so without consultation with their associated subordinates (Robbins et al., 2000).
Given that leaders may vary in the style in which they lead, the question arises as to whether females and males engage in different leadership styles, and more importantly are such differences stable across various leadership contexts. In order to determine if in fact there are stable differences in leadership style between males and females, a critical evaluation of the current gender leadership literature is required.
Discussion
A Critical Evaluation of the Gender - Leadership Style Literature.
Research considering gender differences in leadership has been conducted since the early 1970s and continues to be an area of leadership research that generates a great deal of debate and contentiousness (Klenke, 1996).
Early studies such as those conducted by Dimarco and Whitsitt (1975), and Petty and Bruning (1980) report that female leaders were more likely to display consideration, rather than
Leadership has been traditionally regarded as a solely male domain (Spector, 1996). However, it is quite apparent that the working female population has rapidly increased, and furthermore many females hold supervisory, managerial, and consequently leadership positions (Klenke1996). Robbins, Bergman, Stagg, and Coulter (2000, p.593) define leadership as “the ability to influence a group towards the achievement of goals”. There are various methods that can be used to influence a group towards a specific goal, some more effective than others (Muchinsky, 1997). As Robbins et al., (2000) note, some leaders will have a democratic or person orientated leadership style, whereby the leader takes the opinions and feelings of their subordinates into consideration, and involves them when making a decision. Conversely, there are other leaders who may use an autocratic or task orientated leadership style, where they make decisions based on what is required to be done and do so without consultation with their associated subordinates (Robbins et al., 2000).
Given that leaders may vary in the style in which they lead, the question arises as to whether females and males engage in different leadership styles, and more importantly are such differences stable across various leadership contexts. In order to determine if in fact there are stable differences in leadership style between males and females, a critical evaluation of the current gender leadership literature is required.
Discussion
A Critical Evaluation of the Gender - Leadership Style Literature.
Research considering gender differences in leadership has been conducted since the early 1970s and continues to be an area of leadership research that generates a great deal of debate and contentiousness (Klenke, 1996).
Early studies such as those conducted by Dimarco and Whitsitt (1975), and Petty and Bruning (1980) report that female leaders were more likely to display consideration, rather than
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