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Leader gender stereotypes and transformational leadership: Does leader sex make the difference?

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  • Sarah, E. Saint-Michel

    (UP1 - Université Paris 1 Panthéon-Sorbonne)

Abstract

This research aims to understand how leaders' self-perception of their gender role identity, described as agentic or communal, influences their followers' perception of transformational leadership. Agentic attributes are stereotypically masculine while communal attributes are stereotypically feminine. Drawing on role congruity theory (Eagly & Karau, 2002) and leadership prototype theory (Lord & Maher, 1993), we propose a theoretical model to investigate the influence of leader sex and stereotypical gendered perception of leaders on perceptions of transformational leadership among their followers. Using a sample of 260 employees and their 65 immediate supervisors from French organizations, the results of multilevel structural equation modeling suggest that female leaders who self-describe as highly communal are perceived by followers as more transformational than male leaders. Contrary to our hypothesis, the results reveal an unexpected positive relationship between women's agentic attributes and follower perceptions of transformational leadership. Our findings develop role congruity theory by demonstrating the influence of gendered stereotypes not only for female but also male leaders.

Suggested Citation

  • Sarah, E. Saint-Michel, 2018. "Leader gender stereotypes and transformational leadership: Does leader sex make the difference?," Post-Print hal-01907935, HAL.
    • Handle: RePEc:hal:journl:hal-01907935
    Note: View the original document on HAL open archive server: https://paris1.hal.science/hal-01907935
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    References listed on IDEAS

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    1. Johnson, Stefanie K. & Murphy, Susan Elaine & Zewdie, Selamawit & Reichard, Rebecca J., 2008. "The strong, sensitive type: Effects of gender stereotypes and leadership prototypes on the evaluation of male and female leaders," Organizational Behavior and Human Decision Processes, Elsevier, vol. 106(1), pages 39-60, May.
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    3. Wang, An-Chih & Chiang, Jack Ting-Ju & Tsai, Chou-Yu & Lin, Tzu-Ting & Cheng, Bor-Shiuan, 2013. "Gender makes the difference: The moderating role of leader gender on the relationship between leadership styles and subordinate performance," Organizational Behavior and Human Decision Processes, Elsevier, vol. 122(2), pages 101-113.
    4. Amanatullah, Emily T. & Tinsley, Catherine H., 2013. "Punishing female negotiators for asserting too much…or not enough: Exploring why advocacy moderates backlash against assertive female negotiators," Organizational Behavior and Human Decision Processes, Elsevier, vol. 120(1), pages 110-122.
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