Transformational, transactional, and laissez-faire leadership styles: a meta-analysis comparing women and men.

By A. Eagly, Mary C. Johannesen-Schmidt, M. V. van Engen. Psychological bulletin, 2003

2,597 citations recorded by the source corpus.

Subfields: Gender Studies, Management of Technology and Innovation, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/64abaf52dd802cf569379cf52bbb9822d56857aa

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In Gender Studies

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Citations in the corpus

Transformational leadership and leader moral orientation: Contrasting an ethic of justice and an ethic of care (2010, result): “This finding is consistent with previous meta-analysis, which demonstrated small differences in transformational leadership favoring women (Eagly et al., 2003).”
Pseudo-Transformational Leadership: Towards the Development and Test of a Model (2008, background): “Second, we control for leader and respondent gender, given consistent findings of gender differences in perceptions of transformational leadership (Eagly et al., 2003).”
Social and emotional competencies predicting success for male and female executives (2008, background): “Prior research has reported that women are less likely to be considered successful due to their focus on effectiveness as opposed to the politicking needed for success (Eagly et al., 2003; Luthans, 1988).”
Bad Apples, Bad Barrels, and Broken Followers? An Empirical Examination of Contextual Influences on Follower Perceptions and Reactions to Aversive Leadership (2011, background): “As such, although women occupy an increasing number of leadership roles in supervisory and middle management capacities, they remain rarities at the top of most large organizations (Eagly, 2003; Eagly and Carli, 2003; Eagly et al., 2003; Heilman, 2001; Heilman et al. 1989; Koch, 2005; Ridgeway, 2001”
The Impact of Board Gender Diversity and Foreign Institutional Investors on the Corporate Social Responsibility (CSR) Engagement of Chinese Listed Companies (2019, background): “Furthermore, Eagly, Johannesen-Schmidt [40] found that there is a difference between the social and moral value systems of male and female directors.”
Board reputation attributes and corporate social performance: an empirical investigation of the US Best Corporate Citizens (2011, background): “Female directors’ communal characteristics (i.e. friendly, kind, unselﬁsh, concerned with others and expressive, Eagly et al. 2003) increase the sensitivity of the board towards external stakeholders’ needs.”
Warmth and Competence As Universal Dimensions of Social Perception: The Stereotype Content Model and the BIAS Map (2008, background): “The active–passive dimension has been used to classify a range of interpersonal behavior, including aggression (Buss, 1961), romantic relationship behaviors (Sinclair and Fehr, 2005), leadership styles (Eagly et al., 2003), and minority social influence (Kerr, 2002), among others.”