| Female leaders… |
Author |
| have a transformational, democratic, and/or “web” rather than a hierarchical style of leadership and more satisfied subordinates than men managers |
Fagenson (1993, p. 5) |
| women in positions of power) display thesame characteristics as men, regardless of whether or not men are there to influence them |
Fillion (1997) |
| have nurturance, compassion, sensitivity, empathy |
Grant (1988) |
| are affective, imaginative and creative |
Hines (1992, p. 314) |
| differ contextually (many of the so called gender differences in organizational behaviour stem directly from gendered differentials in opportunities and access to power) |
Kanter (1977) |
| are no different to their male counterparts in terms of ‘internal communication’ and ‘personnel management’; are ‘more involved with others and less task oriented than men’; hardly differ from their male colleagues in the way in which they experience power’ |
Krüger (1996, p. 454) |
| relate to interdependence, cooperation, receptivity, merging, acceptance, awareness of patterns, wholes and contexts, emotional tone, personalistic perception, being, intuition, and synthesizing |
Marshall (1993, p. 124) |
| differ contextually (gendered identities are in context more fluid and shifting than they are depicted) |
Reay and Ball (2000) |
| have “interactive” leadership style involves:encouraging participationsharing power and informationenhancing self-worthchanging self-interests for an overall goodrelating power to interpersonal skillsbelieving in better performance when feeling good |
Rosener (2011) |
| are ‘more like men than men themselves’ |
Schein (1975) |
| differ contextually (as women achieve power, qualities normally associated with femininity are modified; sensitivity varied according to status not sex, with lower status people being significantly more sensitive to the feelings of higher status people than vice versa) |
Snodgrass (1992) |
