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Scholars have noted the importance of understanding women’s leadership because research has shown that while women are less likely to emerge as leaders than men, women have been found to be more effective in many contexts. [2] Significant organizational potential is lost when qualified women are underrepresented in leadership positions. [2]
Leadership is the process through which an individual guides and motivates a group towards the achievement of common goals. In studies that found a gender difference, women adopted participative styles of leadership and were more transformational leaders than men. Other studies find that no significant gender differences in leadership exist.
Women in leadership positions experience a double bind situation as a result of the biases identified by role congruity theory that traps women into a bind of meeting the demands of both leadership and being a woman. Within the gender double bind, women are harshly judged or not seen as a "good fit" in leadership positions.
The Michigan leadership studies, along with the Ohio State University studies that took place in the 1940s, are two of the best-known behavioral leadership studies and continue to be cited to this day. These theories attempt to isolate behaviours that differentiate effective leaders from ineffective leaders.
In 2005, a year-long study conducted by Caliper, a Princeton, New Jersey–based management consulting firm, and Aurora, a London-based organization that advances women, identified a number of characteristics that distinguish women leaders from men when it comes to qualities of leadership: [12] "Women leaders are more assertive and persuasive ...
Underlying this search was the early recognition of the importance of leadership [32] and the assumption that leadership is rooted in the characteristics that certain individuals possess. This idea that leadership is based on individual attributes is known as the "trait theory of leadership".
Functional leadership theory (Hackman & Walton, 1986; McGrath, 1962) is a theory for addressing specific leader behaviors expected to contribute to organizational or unit effectiveness. This theory argues that the leader's main job is to see that whatever is necessary to group needs is taken care of; thus, a leader can be said to have done ...
Complementing this situational theory of leadership, Murphy wrote that leadership does not reside in the person, and it usually requires examining the whole situation. [45] In addition to situational leadership theory, there has been growing support for other leadership theories such as transformational, transactional, charismatic, and ...
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