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Two major meta-analyses [90] [91] showed women leaders adopt more democratic leadership styles, are more interpersonally oriented, and use less autocratic leadership styles compared to men. [48] As researchers grew more focused on the concepts of agency and communion in their study of gender and leadership, behaviors were categorized ...
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.
The feminine style of management is a management style generally characterized by more feminine quality soft skills and behaviors such as empathy, effective communication, and a generally more democratic or team-styled work environment. The style is a growing trend within businesses and is characterized by a form of transformational leadership ...
In 1978 Women and sex roles: A social psychological perspective was published, one of the first textbooks on the psychology behind women and sex roles. [15] Another textbook to be published, Gender and Communication , was the first textbook to discuss the topic of its subject.
APA Division 35, the Society for the Psychology of Women, [7] was established in 1973. [8] It was created to provide a place for all people interested in the psychology of women to access information and resources in the field. The society for the Psychology of Women works to incorporate feminist concerns into the teaching and practice of ...
In reviewing the older leadership theories, Scouller highlighted certain limitations in relation to the development of a leader's skill and effectiveness: [3] Trait theory: As Stogdill (1948) [4] and Buchanan & Huczynski (1997) had previously pointed out, this approach has failed to develop a universally agreed list of leadership qualities and "successful leaders seem to defy classification ...
This leadership style has been associated with lower productivity than both autocratic and democratic styles of leadership and with lower group member satisfaction than democratic leadership. [9] Some researchers have suggested that laissez-faire leadership can actually be considered non-leadership or leadership avoidance. [18]
Substitutes for leadership theory is a leadership theory first developed by Steven Kerr and John M. Jermier and published in Organizational Behavior and Human Performance in December 1978. [ 1 ] The theory states that different situational factors can enhance, neutralize, or substitute for leader behaviors [ 2 ] (Den Hartog & Koopman, 2001).