Gender differences in leadership styles and management skills

By Sarah Burke, K. Collins. 2001

379 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/a627982d36d528f5167d69f0cf8d1bffbcedd3a6

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Gender Studies

1. T. Oshagbemi
2. Rachelle Cortis
3. Vincent Cassar

In Organizational Behavior and Human Resource Management

1. T. Oshagbemi
2. Vincent Cassar
3. B. K. AlNuaimi
4. S. Kumar Singh
5. S. H. Appelbaum
6. Alf Crossman
7. Boran Toker
8. Penelope Harris

In Sociology and Political Science

1. T. Oshagbemi
2. Rachelle Cortis
3. Vincent Cassar
4. B. K. AlNuaimi
5. S. Kumar Singh
6. S. H. Appelbaum

Citations in the corpus

• Age influences on the leadership styles and behaviour of managers (2004, background): “There have been several research publications focussing on gender and hierarchical differences in the leadership styles and behaviour of managers (see, for example, Burke and Collins, 2001”
• Gender and leadership? Leadership and gender? A journey through the landscape of theories (2003, background): “The fact that male managers may not consider female characteristics important for managerial success can negatively impact decisions made by males concerning women’s careers, including job placement, promotion and access to development and training opportunities (Burke and Collins, 2001).”
• Mastering digital transformation: The nexus between leadership, agility, and digital strategy (2022, background): “…that suggested that transformational leaders can promote organizational agility through relationship building with subordinates and encourage employees to innovate and take calculated risks when facing challenges and potential opportunities (Burke and Collins, 2001; Veiseh and Eghbali, 2014).”
• Perceptions of and about women as managers: investigating job involvement, self‐esteem and attitudes (2005, background): “Prejudiced attitudes towards female supervisors include the belief that women do not make good leaders, since the model of the successful manager is based on masculine traits (Burke and Collins, 2001; Cabral-Cardoso and Fernandes, 2003; DeMatteo, 1994; Marongiu and Ekehammar, 1999; O’Leary and Ryan,”