Gender makes the difference: The moderating role of leader gender on the relationship between leadership styles and subordinate performance

By An-Chih Wang, J. Chiang, Chou‐Yu Tsai, Tzu‐Ting Lin, B. Cheng. 2013

178 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/a20c9acd823da2db1a116c5790c67a5b37042bec

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In Gender Studies

In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

We have emotions but can’t show them! Authoritarian leadership, emotion suppression climate, and team performance (2020, background): “…authority to gain control over subordinates (Schaubroeck et al., 2017) and often dictate decisions and demand absolute obedience (Chen et al., 2014; Wang et al., 2013), the authoritarian style of leadership has been likened to autocratic leadership, directive leadership, and leader…”
Authoritarian leadership and employee creativity: The moderating role of psychological capital and the mediating role of fear and defensive silence (2018, background): “First, our study corroborates emerging research suggesting that AL can hinder employee creativity (Wang et al., 2013; Zhang et al., 2011).”
Leadership During Crisis: An Examination of Supervisory Leadership Behavior and Gender During COVID-19 (2021, background): “Additionally, women who adopt a more masculine leadership style (i.e., counter-role) can face prescriptive bias, which results in being penalized in evaluations despite exhibiting similar behaviors as men (Eagly & Karau, 2002; Grenny & Maxfield, 2015; Wang et al., 2013).”
The relevance of personal characteristics and gender diversity for (eco)-innovation activities at the firm-level: Results from a linked employer-employee database in Germany (2018, unknown): “This ensures that decisions are based on as much information as possible and enhances employees’ self-worth, their motivation, and their trust in and the decisions of their leaders (Burns 1978, Rosener, 1990, Wang et al. 2013).”