Is Transformational Leadership Always Perceived as Effective? Male Subordinates' Devaluation of Female Transformational Leaders1
By R. Ayman, K. Korabik, Scott B. Morris. 2009
152 citations recorded by the source corpus.
Subfields: Gender Studies, Organizational Behavior and Human Resource Management, Social Psychology
View Paper: https://www.semanticscholar.org/paper/d61b22647fcc8eddb9bf99632e54aea2bbd97ebd
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In Gender Studies
In Organizational Behavior and Human Resource Management
In Social Psychology
Citations in the corpus
- Does gender bias against female leaders persist? Quantitative and qualitative data from a large-scale survey (2011, result): “Some data from hypothetical or idealized bosses show that men exhibit more bias toward female managers (Ayman et al., 2009; Norris and Wylie, 1995; Tomkiewicz and Adeyemi-Bello, 1995), whereas other studies suggest women react more negatively than men to female leaders (Garcia-Retamero and…”
- Women and Leadership (2017, background): “However, the higher female leaders scored on the individualized consideration and intellectual stimulation subscales of transformational leadership, the less effective their male (but not female) subordinates rated these women leaders (Ayman et al., 2009).”
- Leadership effects on innovation propensity: A two-factor full range leadership model (2013, background): “Findings do not support the nine-factor structure of Bass and Avolio (2004b). Rather, results argue for a simpler two-factor model of leadership comprising active leadership and passive-avoidant leadership.”