karen maher - Academia.edu (original) (raw)
Uploads
Papers by karen maher
Sex Roles, 1997
This study investigated gender differences in transformational and transactional leadership, and ... more This study investigated gender differences in transformational and transactional leadership, and gender-related stereotypes for these forms of leadership. Results indicated that there were no differences in the way the primarily Caucasian subordinates evaluated their actual male and female managers. There were, however, differences in ratings of stereotypic male versus stereotypic female leaders on transformational and transactional leadership, but only by female respondents. Finally, congruence between ratings of actual managers and ratings of stereotypic managers was found primarily for male respondents. Results suggest that stereotypes may be one explanation for gender differences found in prior research on transformational and transactional leadership. Considerable research has been conducted both on actual leadership style differences between men and women and on gender stereotypes in the leadership domain. These issues continue to have considerable relevance, because despite years of training and education on diversity issues, there remains a dearth of women at executive levels of organizations (U.S. Department of Labor, 1992). This paper examines two general explanations for this phenomenon. First, there may be actual differences in the leadership behaviors exhibited by men and women. This line of thinking suggests that effective leadership behaviors are exhibited by members of one gender more than members of the other gender. Historically, effective leadership 1This research was conducted while the author was in the School of Business Administration at the University of Missouri-St. Louis. The valuable comments of Therese Hoff Macan, Mark Tubbs, and three anonymous reviewers on earlier versions of this paper are gratefully acknowledged. Bernard Bass and Bruce Avolio kindly granted permission to use the Multifactor Leadership Questionnaire.
Sex Roles, 1997
This study investigated gender differences in transformational and transactional leadership, and ... more This study investigated gender differences in transformational and transactional leadership, and gender-related stereotypes for these forms of leadership. Results indicated that there were no differences in the way the primarily Caucasian subordinates evaluated their actual male and female managers. There were, however, differences in ratings of stereotypic male versus stereotypic female leaders on transformational and transactional leadership, but only by female respondents. Finally, congruence between ratings of actual managers and ratings of stereotypic managers was found primarily for male respondents. Results suggest that stereotypes may be one explanation for gender differences found in prior research on transformational and transactional leadership. Considerable research has been conducted both on actual leadership style differences between men and women and on gender stereotypes in the leadership domain. These issues continue to have considerable relevance, because despite years of training and education on diversity issues, there remains a dearth of women at executive levels of organizations (U.S. Department of Labor, 1992). This paper examines two general explanations for this phenomenon. First, there may be actual differences in the leadership behaviors exhibited by men and women. This line of thinking suggests that effective leadership behaviors are exhibited by members of one gender more than members of the other gender. Historically, effective leadership 1This research was conducted while the author was in the School of Business Administration at the University of Missouri-St. Louis. The valuable comments of Therese Hoff Macan, Mark Tubbs, and three anonymous reviewers on earlier versions of this paper are gratefully acknowledged. Bernard Bass and Bruce Avolio kindly granted permission to use the Multifactor Leadership Questionnaire.