Home > Research > Publications & Outputs > Leader evaluations
View graph of relations

Leader evaluations: a new female advantage?

Research output: Contribution to Journal/MagazineJournal articlepeer-review

Published

Standard

Leader evaluations: a new female advantage? / Powell, Gary N.; Butterfield, D. Anthony; Bartol, Kathryn M.
In: Gender in Management, Vol. 23, No. 3, 01.2008, p. 156-174.

Research output: Contribution to Journal/MagazineJournal articlepeer-review

Harvard

Powell, GN, Butterfield, DA & Bartol, KM 2008, 'Leader evaluations: a new female advantage?', Gender in Management, vol. 23, no. 3, pp. 156-174. https://doi.org/10.1108/17542410810866926

APA

Powell, G. N., Butterfield, D. A., & Bartol, K. M. (2008). Leader evaluations: a new female advantage? Gender in Management, 23(3), 156-174. https://doi.org/10.1108/17542410810866926

Vancouver

Powell GN, Butterfield DA, Bartol KM. Leader evaluations: a new female advantage? Gender in Management. 2008 Jan;23(3):156-174. doi: 10.1108/17542410810866926

Author

Powell, Gary N. ; Butterfield, D. Anthony ; Bartol, Kathryn M. / Leader evaluations : a new female advantage?. In: Gender in Management. 2008 ; Vol. 23, No. 3. pp. 156-174.

Bibtex

@article{cd9fac6152bd489db60baba22356ac45,
title = "Leader evaluations: a new female advantage?",
abstract = "Purpose – The purpose of this study is to examine sex effects in evaluations of transformational and transactional leaders. Design/methodology/approach – A total of 459 part-time (evening) MBA students, most of whom worked full-time, read a vignette of either a male or female leader who exhibited either a transformational or transactional leadership style and then evaluated the leader's behavior. Findings – Female-transformational leaders received more favorable evaluations than male-transformational leaders, especially from female evaluators. However, evaluations of transactional leaders did not differ according to leader sex, and male evaluators did not evaluate male and female leaders of either style differently. Research limitations/implications – Evaluators were enrolled in a part-time graduate program in management; hence, results may not be generalizable to other populations. In addition, the study focused on evaluation of hypothetical rather than actual leaders. The results suggest a female advantage in evaluations of transformational leaders, especially when women are the evaluators. Extension of theories of gender and leadership to account for such results and testing of the extended theories is recommended. Practical implications – The results suggest the continued presence of sex-related biases in leader evaluations, although in a different direction than in prior research. Organizations need to take steps to discourage expression of such biases. Originality/value – Contrary to prior research, the results suggest that sex effects in leader evaluations now favor female leaders more than male leaders.",
keywords = "Gender, Leadership, Transactional leadership, Transformational leadership",
author = "Powell, {Gary N.} and Butterfield, {D. Anthony} and Bartol, {Kathryn M.}",
year = "2008",
month = jan,
doi = "10.1108/17542410810866926",
language = "English",
volume = "23",
pages = "156--174",
journal = "Gender in Management",
issn = "1754-2413",
publisher = "Emerald Group Publishing Ltd.",
number = "3",

}

RIS

TY - JOUR

T1 - Leader evaluations

T2 - a new female advantage?

AU - Powell, Gary N.

AU - Butterfield, D. Anthony

AU - Bartol, Kathryn M.

PY - 2008/1

Y1 - 2008/1

N2 - Purpose – The purpose of this study is to examine sex effects in evaluations of transformational and transactional leaders. Design/methodology/approach – A total of 459 part-time (evening) MBA students, most of whom worked full-time, read a vignette of either a male or female leader who exhibited either a transformational or transactional leadership style and then evaluated the leader's behavior. Findings – Female-transformational leaders received more favorable evaluations than male-transformational leaders, especially from female evaluators. However, evaluations of transactional leaders did not differ according to leader sex, and male evaluators did not evaluate male and female leaders of either style differently. Research limitations/implications – Evaluators were enrolled in a part-time graduate program in management; hence, results may not be generalizable to other populations. In addition, the study focused on evaluation of hypothetical rather than actual leaders. The results suggest a female advantage in evaluations of transformational leaders, especially when women are the evaluators. Extension of theories of gender and leadership to account for such results and testing of the extended theories is recommended. Practical implications – The results suggest the continued presence of sex-related biases in leader evaluations, although in a different direction than in prior research. Organizations need to take steps to discourage expression of such biases. Originality/value – Contrary to prior research, the results suggest that sex effects in leader evaluations now favor female leaders more than male leaders.

AB - Purpose – The purpose of this study is to examine sex effects in evaluations of transformational and transactional leaders. Design/methodology/approach – A total of 459 part-time (evening) MBA students, most of whom worked full-time, read a vignette of either a male or female leader who exhibited either a transformational or transactional leadership style and then evaluated the leader's behavior. Findings – Female-transformational leaders received more favorable evaluations than male-transformational leaders, especially from female evaluators. However, evaluations of transactional leaders did not differ according to leader sex, and male evaluators did not evaluate male and female leaders of either style differently. Research limitations/implications – Evaluators were enrolled in a part-time graduate program in management; hence, results may not be generalizable to other populations. In addition, the study focused on evaluation of hypothetical rather than actual leaders. The results suggest a female advantage in evaluations of transformational leaders, especially when women are the evaluators. Extension of theories of gender and leadership to account for such results and testing of the extended theories is recommended. Practical implications – The results suggest the continued presence of sex-related biases in leader evaluations, although in a different direction than in prior research. Organizations need to take steps to discourage expression of such biases. Originality/value – Contrary to prior research, the results suggest that sex effects in leader evaluations now favor female leaders more than male leaders.

KW - Gender

KW - Leadership

KW - Transactional leadership

KW - Transformational leadership

U2 - 10.1108/17542410810866926

DO - 10.1108/17542410810866926

M3 - Journal article

VL - 23

SP - 156

EP - 174

JO - Gender in Management

JF - Gender in Management

SN - 1754-2413

IS - 3

ER -