Last Updated 16 Jun 2020

Determinant of leadership

Category Gender, Leadership
Words 949 (4 pages)
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However, Many research and studies done fail to make solid evidence of gender being a determinant of leadership style , but just give tendency of what seem to be happening, and giving a general feeling. In choosing leadership style a leader considers certain variable which may influence her/ his decision and not necessarily because of the gender factor. The studies also fail to show empirical evidence that a person chooses leadership style just because of gender only. Also the sample normally used is limited and thus can not give more reliable results.

In spite of these entire research findings psychologists, also warn us not to make conclusions that male and female do have some kind of innate management leadership style. It is probable that women, having been aware of how people recent the “bossy” kind of leadership kind only soften they approach when dealing with their workers. However, more studies need to be carried out in this field incorporating other factors that may influence leadership style to get a more reliable data. (Eagly, A. H. et al 2003) Other studies; Compare and contrast studies with each other;

Many studies tend to agree that women are more inclined to Participative or transformational leadership style. As Eagly and Johnson revealed in their studies that women are like leadership style which was more interpersonally oriented while men were found out to embrace task oriented leadership style. The study concluded that women were more democratic. This argument is also supported by Denmark, (1993): who observes that women leadership style is inclined to partnership model, a manner to develop human relationship on the basis of making links.

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Subsequently, sociologist also revel that management style of women is different from that of men. Women are observed to be less hierarchical; women leaders organize their management on a broader base. Thus this concludes that women like leadership style that is participatory and more democratic; they will involve themselves in supporting and correlating with their groups. However, these studies may vary in the degree of how participative women leaders can be in their groups. (Denmark, 1993)

However, Maher, (1997) contrast Cann, and Siegfried, (1990) as when he analyzed differentiation in transformational and transactional leadership style in religious leaders in a accordance to gender and examining residence hall administrators and residence hall administrators assistants, he found that they was no noteworthy gender dissimilarity in transformational or transactional leadership style. What studies mean to the practice of Organisational behaviour; According to the studies it is clear that gender plays an important role in leadership styles.

This will also have a direct impact on the organization’s leadership as it style may or will be affected by the gender personality on the top. However, studies show that women and men are similarly effective in some way. Yet, in many cases management efficient in an organisation depends on the management gender differences. For instance, women have been observed to be more guiding and coaching in their leadership style which is more welcomed by female workers in an organisation. Women also have been observed to be more transformational leaders, working as role models, motivating and helping workers to achieve creativity and dedicated.

This kind of approach is more effective especially in the current less hierarchical model of organisations. Yet again, not all organisation is similarly and participatory leadership style may not work customary male dominated organisation for example, the military. (Gardiner and Tiggeman, 1999) Organisation practice will have to differ accordingly, as studies carried out by Eagly and Karau (1995) show, women and men are all effective. The leaders and managers analyzed in the studies were mostly first line supervisors working in laboratories.

At the time the studies revealed that women were more effective in a setting where the organisation was more dominated by women. Similarly, men were found to be more effective in organisation which is male oriented or dominated. Thus, in organisation management, women will get more positive management approval if they are working in sectors which are typically women populated. However, if they are working in male populated sectors it will be much effective if they adapted a more commanding approach.

In similar manner men will have to take a different leadership style which is more democratic when working in women dominated organisations to have an effective leadership. (Eagly and Karau, 1995) Conclusion; Leadership is a very important aspect in any organisation. This is because it greatly determines the success therein. There are various leadership styles that can be incorporated in overall running of an organisation. There is authoritarian leadership which involves telling the employees what needs to be done and how the task should be done or participative more democratic.

Gender plays an important role in deciding which leadership style an individual will adapt. Many studies reveal that women are more inclined to democratic leadership style as opposed to men who are more autocratic in their leadership. Leadership style adapted goes along way in ensuring the success of an organisation. However, more research need to undertaken in future to reveal and certain how true this studies are. As psychologist warns gender alone can not be used to determine the leadership styles adapted by a person.

Today, more organisations are adapting a more democratic leadership styles and women may be in a better position of organisation leadership in the current world.

Reference: Butterfield, A. and Grinnel, J. P. (1999): Re-viewing gender, leadership, and managerial behaviour: Do three decades of research tell us anything  In G. N. Powell (edition); Handbook of gender and work; Thousand Oaks, Calif. : Sage. Cann, A. and Siegfried, W. D. (1990): Gender stereotypes and dimensions of effective leader behaviour. Sex-Roles, Carli, L. L. , and Eagly, A. H. (2001): Gender, hierarchy, and leadership: An introduction. Journal of Social Issues,

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