TY - JOUR
T1 - Gender makes the difference
T2 - The moderating role of leader gender on the relationship between leadership styles and subordinate performance
AU - Wang, An Chih
AU - Chiang, Jack Ting Ju
AU - Tsai, Chou Yu
AU - Lin, Tzu Ting
AU - Cheng, Bor Shiuan
N1 - Funding Information:
We would like to acknowledge Zhijun Chen for his insightful comments on earlier drafts of this manuscript. The earlier version of this manuscript was presented at the 2011 Annual Meeting of the Academy of Management, San Antonio, Texas. This research project was partly sponsored by the 2008-09 rotary scholarship, Chung Hwa Rotary Foundation (awarded to the first author).
PY - 2013/11
Y1 - 2013/11
N2 - Using a predominantly male research and development (R&D) sample and a predominantly female customer service personnel sample, we investigated how authoritarian and benevolent leadership styles interact with leader gender to influence subordinate performance (i.e., task performance, citizenship behavior, and creativity). Our research extends role congruity theory (Eagly & Karau, 2002) by adopting Kelley's (1972a, 1972b) attribution principles to offer a more comprehensive framework for explaining how leader gender affects the impact of leadership styles on subordinate performance. Our results suggest that the negative relationship between authoritarian leadership and subordinate performance is stronger for female than for male leaders and that the positive relationship between benevolent leadership and subordinate performance is stronger for male than for female leaders. Accordingly, in addition to leaders' engaging in gender-role congruent behaviors, a useful strategy is to adopt behaviors that are perceived as a positive deviation from their gender role.
AB - Using a predominantly male research and development (R&D) sample and a predominantly female customer service personnel sample, we investigated how authoritarian and benevolent leadership styles interact with leader gender to influence subordinate performance (i.e., task performance, citizenship behavior, and creativity). Our research extends role congruity theory (Eagly & Karau, 2002) by adopting Kelley's (1972a, 1972b) attribution principles to offer a more comprehensive framework for explaining how leader gender affects the impact of leadership styles on subordinate performance. Our results suggest that the negative relationship between authoritarian leadership and subordinate performance is stronger for female than for male leaders and that the positive relationship between benevolent leadership and subordinate performance is stronger for male than for female leaders. Accordingly, in addition to leaders' engaging in gender-role congruent behaviors, a useful strategy is to adopt behaviors that are perceived as a positive deviation from their gender role.
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U2 - 10.1016/j.obhdp.2013.06.001
DO - 10.1016/j.obhdp.2013.06.001
M3 - Article
AN - SCOPUS:84880361314
SN - 0749-5978
VL - 122
SP - 101
EP - 113
JO - Organizational Behavior and Human Decision Processes
JF - Organizational Behavior and Human Decision Processes
IS - 2
ER -