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Who Leads More and Why? A Mediation Model from Gender to Leadership Role Occupancy

Author

Listed:
  • Alina S. Hernandez Bark

    (Goethe University Frankfurt)

  • Jordi Escartín

    (University of Barcelona)

  • Sebastian C. Schuh

    (CEIBS)

  • Rolf Dick

    (Goethe University Frankfurt)

Abstract

Previous research has shown that female leaders lead slightly more effective than male leaders. However, women are still underrepresented in higher management. In this study, we seek to contribute to a deeper understanding of this paradox by proposing and testing an innovative model that integrates different research streams on gender and leadership. Specifically, we propose power motivation and transformational leadership as two central yet opposing dynamics that underlie the relation between gender and leadership role occupancy. We tested this model in a sample of 256 employees. Results provided support for the proposed relations. These findings contribute to a more detailed and comprehensive understanding for central dynamics that link gender and leadership role occupancy. Moreover, they provide important insights for interventions that are targeted at reducing the gender gap in leadership. We discuss the theoretical and practical implications of these findings.

Suggested Citation

  • Alina S. Hernandez Bark & Jordi Escartín & Sebastian C. Schuh & Rolf Dick, 2016. "Who Leads More and Why? A Mediation Model from Gender to Leadership Role Occupancy," Journal of Business Ethics, Springer, vol. 139(3), pages 473-483, December.
    • Handle: RePEc:kap:jbuset:v:139:y:2016:i:3:d:10.1007_s10551-015-2642-0
    DOI: 10.1007/s10551-015-2642-0
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    References listed on IDEAS

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    1. David A. Matsa & Amalia R. Miller, 2013. "A Female Style in Corporate Leadership? Evidence from Quotas," American Economic Journal: Applied Economics, American Economic Association, vol. 5(3), pages 136-169, July.
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    3. Sebastian Schuh & Alina Hernandez Bark & Niels Van Quaquebeke & Rüdiger Hossiep & Philip Frieg & Rolf Dick, 2014. "Gender Differences in Leadership Role Occupancy: The Mediating Role of Power Motivation," Journal of Business Ethics, Springer, vol. 120(3), pages 363-379, March.
    4. Boas Shamir & Robert J. House & Michael B. Arthur, 1993. "The Motivational Effects of Charismatic Leadership: A Self-Concept Based Theory," Organization Science, INFORMS, vol. 4(4), pages 577-594, November.
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    Cited by:

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    4. Emilio Domínguez-Escrig & Francisco Fermín Mallén-Broch & Rafael Lapiedra-Alcamí & Ricardo Chiva-Gómez, 2019. "The Influence of Leaders’ Stewardship Behavior on Innovation Success: The Mediating Effect of Radical Innovation," Journal of Business Ethics, Springer, vol. 159(3), pages 849-862, October.
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