The effect of gender differences in supervisors’ emotional expression and leadership style on leadership effectiveness

2012 ◽  
Vol 6 (9) ◽  
Author(s):  
Meng-Yu Cheng
Keyword(s):  
Gender Differences ◽  
Leadership Style ◽  
Emotional Expression ◽  
Leadership Effectiveness

Perceived and Actual Gender Differences in Leadership Effectiveness

1999 ◽  
Author(s):  
Rachel F. Enkey ◽  
Patricia L. Kaminski ◽  
Lynda J. Bowers
Keyword(s):  
Gender Differences ◽  
Leadership Effectiveness

scholarly journals Gender differences in participatory leadership: An examination of principals’ time spent working with others

2018 ◽  
Vol 12 (8) ◽  
Author(s):  
James Sebastian
Keyword(s):  
Gender Differences ◽  
Leadership Style ◽  
Hierarchical Linear Modeling ◽  
Time Allocation ◽  
Specific Activity ◽  
Linear Modeling ◽  
Female Principals ◽  
Participatory Leadership ◽  
Allocation Patterns ◽  
Daily Time

The purpose of this study was to examine whether female principals have a more participatory style compared to their male counterparts by examining principals’ daily time allocation patterns. The study analyzed data from End of Day (EOD) survey logs from principals in an urban school district. Results from hierarchical linear modeling (HLM) results showed that female principals, when compare to male principals, spent a higher proportion of their time working with others in planning/setting goals. At the same time, there were no differences in how principals allocated their time total working alone or working with others and their time distribution in other leadership domains. The findings suggest that gender differences in leadership style depend on specific activity domains and that there are significant differences in the key domain of strategic planning.

scholarly journals Model Kepemimpinan Situasional Pada Perusahaan Keluarga ( Kasus UKM di Sentra Industri Wedoro Sidoarjo )

2018 ◽  
Vol 3 (1) ◽  
pp. 1
Author(s):  
SENTOT IMAM WAHJONO
Keyword(s):  
Leadership Style ◽  
Family Firms ◽  
Leadership Effectiveness ◽  
Small And Medium Enterprises ◽  
Situational Leadership ◽  
Leadership Model ◽  
Daily Work ◽  
And Performance ◽  
Medium Enterprises ◽  
The Relationship

Small and Medium Enterprises (SMEs) in general, grow and develop from the bottom armed with the spirit of entrepreneurship.After survived and developed into a company, usually a family company that is driven by human resources that have a family linkage to each other. As a family company that emphasizes harmony, need a central figure as a leader capable of moving the company effectively. The effectiveness of leadership in family firms in the model of situational leadership is largely determined by the adjustment of the maturity of the employees with the leadership style practiced. In the event of compliance hence could be expected would be easy to achieve corporate objectives include achieving sustained earnings growth that is sustainable. One indicator of leadership effectiveness is the satisfaction and performance improvement. Indicated satisfaction with the feeling satisfied and happy under certain circumstances surrounding the employees' daily work, including: how leaders deal with employees, provide fringe benefits, providing a space of expression, and others. This research examines the relationship between leadership effectiveness with satisfaction. Leadership model using the situational leadership theory of Hersey-Blanchard. The results turned out to support the theory that there is a positive and significant relationship between leadership effectiveness and job satisfaction.

scholarly journals Leadership style and leadership effectiveness: Does cultural intelligence moderate the relationship?

2017 ◽  
Vol 17 (1) ◽  
Author(s):  
Anthony Solomon ◽  
Renier Steyn
Keyword(s):  
Leadership Style ◽  
Cultural Intelligence ◽  
Leadership Effectiveness ◽  
Survey Design ◽  
Knowledge Bases ◽  
Quantitative Methodology ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Cultural Heterogeneity ◽  
The Relationship

Orientation: In an age where subordinate cultural heterogeneity has become the norm, cultural intelligence might assist leaders to improve their effectiveness.Research purpose: This research investigated whether leader cultural intelligence moderated the relationship between leadership style (as represented by empowerment and direction) and leadership effectiveness.Motivation for the study: Although the literature on cultural intelligence has been increasing in quantity, there remained a gap in the understanding of the relationship between leader cultural intelligence, the empowering and directive leadership styles and leadership effectiveness.Research design, approach and method: A quantitative methodology with a cross-sectional survey design was followed. Data were obtained from 1140 staff members employed at 19 South African organisations. Factorial, correlational and moderated multiple regression analyses were performed.Main findings: Although leader cultural intelligence and its dimensions do not moderate the relationship between empowering leadership and leadership effectiveness, they do nonetheless negatively moderate the relationship between directive leadership and leadership effectiveness. This moderation was, however, assessed to be of no practical significance.Practical and managerial implications: As leader cultural intelligence did not act as an important influencer of the relationship between leadership style and leadership effectiveness, it appeared that effective leaders may have used their cultural intelligence to actually guide the selection of an effective leadership style in the first place.Contribution and value add: Being one of the first studies to explore the moderating effect of leader cultural intelligence on the relationship between leadership style and leadership effectiveness, this research has made a valuable contribution to building both the cultural intelligence and leadership knowledge bases.

GENDER DIFFERENCES IN LATENCY AND DURATION OF EMOTIONAL EXPRESSION IN 7- THROUGH 13-MONTH-OLD INFANTS

2008 ◽  
Vol 36 (2) ◽  
pp. 267-274 ◽  
Author(s):  
Marta E. Losonczy-Marshall
Keyword(s):  
Gender Differences ◽  
Facial Expression ◽  
Stimulus Duration ◽  
Emotional Expression ◽  
Descriptive Study ◽  
Developmental Screening ◽  
Screening Tests ◽  
Emotional Expressions ◽  
Social Stimuli ◽  
Male And Female

A total of 82 infants aged 7 through 13 months were each presented with a randomized order of stimuli in a large descriptive study. All infants passed developmental screening tests (5-minute Apgar and Denver II; Apgar, 1953; Frankenburg & Dodds, 1990). Emotional expressions in response to the stimuli were recorded by video. Male and female infants' responses to 5 social stimuli (82 × 5 = 410 observations) were analyzed. Latency was the time between the presentation of a stimulus and the beginning of a facial expression in response to that stimulus. Duration was the time between the beginning of a facial expression and the end of that facial expression. Both latency and duration were measured in terms of time (seconds). Gender differences were found in latency: t = 2.41, p < .05, but not duration of emotional expression. Females had shorter latency to emotional expression and longer duration of emotional expression than males.

scholarly journals Followers’ personality, transformational leadership and performance

2015 ◽  
Vol 5 (1) ◽  
pp. 65-78 ◽  
Author(s):  
Emma Soane ◽  
Christina Butler ◽  
Emma Stanton
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Social Identity Theory ◽  
Effective Leadership ◽  
Leadership Effectiveness ◽  
Small Scale ◽  
Research Model ◽  
Content Type ◽  
And Performance ◽  
Perceptions Of Leadership

Purpose – Effective leadership is important to performance in both organisational and sporting arenas. The authors theorised that follower personality would influence perceptions of leadership, and that perceived effective leadership would be associated with performance. The authors drew on Social Identity Theory (Tajfel and Turner, 1986), Transformational Leadership and personality theory to develop a research model designed to assess leadership effectiveness and performance. The purpose of this paper is to test the research model in a sporting context. Design/methodology/approach – The context of the research was a round the world sailing race, a ten-month competitive circumnavigation with ten identical boats. Quantitative data were gathered concerning participants’ personality, their perceptions of transformational leadership and boat performance. Qualitative data on transformational leadership and leadership effectiveness were gathered from a subsample of crew members. Findings – Results showed that transformational leadership was associated with leadership effectiveness and performance. Personality influenced perceptions of leadership and, for moderate performing boats, there were associations between perceptions of leadership and performance. Research limitations/implications – The data have implications for the extension of transformational leadership theory. Further consideration of follower personality could enhance leadership effectiveness. A limitation is the relatively small scale of the study. Practical implications – The main implication is that leaders should take follower personality into account, and adapt their leadership style accordingly. Doing so has consequences for performance. Originality/value – This novel study examined personality, leadership, and performance and has implications for enhancing leadership and performance in sports and business.

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