TY - JOUR

T1 - Six ways of seeing the elephant

T2 - the intersection of sex, gender, and leadership

AU - Powell, Gary N.

PY - 2012/1

Y1 - 2012/1

N2 - Purpose – The purpose of this paper is to review six different ways that have been used to “see the elephant” that constitutes the intersection of sex, gender, and leadership. Design/methodology/approach – The proportions of women in positions of power and authority, leader preferences, leader stereotypes, attitudes toward women as leaders, linkages of leadership theories to gender stereotypes, and sex differences in leader behaviour and effectiveness are reviewed. Findings – The managerial playing field continues to be tilted in favor of men and behaviours associated with the masculine gender stereotype, a phenomenon that occurs despite what leadership theories and field evidence would suggest. Research limitations/implications – Future research should continue to track trends in proportions, preferences, stereotypes, attitudes, behaviour, and effectiveness pertaining to the intersection of sex, gender, and leadership. Scholars should not limit themselves in the kinds of research methods they apply to this task. Practical implications – The challenge for organisations is to take advantage of and develop the capabilities of all individuals in leader roles and then create conditions that give leaders of both sexes an equal chance to succeed. The goal should be to enhance the likelihood that all people, women and men, will be effective in leader roles. Social implications – Leader behaviour should have no gender. Originality/value – This review encourages scholars to share what they have learned from their own ways of seeing, in this journal and elsewhere, and to listen carefully to what other scholars have to share.

AB - Purpose – The purpose of this paper is to review six different ways that have been used to “see the elephant” that constitutes the intersection of sex, gender, and leadership. Design/methodology/approach – The proportions of women in positions of power and authority, leader preferences, leader stereotypes, attitudes toward women as leaders, linkages of leadership theories to gender stereotypes, and sex differences in leader behaviour and effectiveness are reviewed. Findings – The managerial playing field continues to be tilted in favor of men and behaviours associated with the masculine gender stereotype, a phenomenon that occurs despite what leadership theories and field evidence would suggest. Research limitations/implications – Future research should continue to track trends in proportions, preferences, stereotypes, attitudes, behaviour, and effectiveness pertaining to the intersection of sex, gender, and leadership. Scholars should not limit themselves in the kinds of research methods they apply to this task. Practical implications – The challenge for organisations is to take advantage of and develop the capabilities of all individuals in leader roles and then create conditions that give leaders of both sexes an equal chance to succeed. The goal should be to enhance the likelihood that all people, women and men, will be effective in leader roles. Social implications – Leader behaviour should have no gender. Originality/value – This review encourages scholars to share what they have learned from their own ways of seeing, in this journal and elsewhere, and to listen carefully to what other scholars have to share.

KW - Career development

KW - Elephants

KW - Gender

KW - Leadership

KW - Sex

KW - Ways of seeing

U2 - 10.1108/17542411211214167

DO - 10.1108/17542411211214167

M3 - Journal article

VL - 27

SP - 119

EP - 141

JO - Gender in Management

JF - Gender in Management

SN - 1754-2413

IS - 2

ER -