TH-P01-088 - Gender-typing of Leadership and Emotional competences

Track:
Emotions and organizational contexts
What:
Poster Presentation
When:
3 hours 30 minutes
Where:
O'Brien Foyer
Discussion:
0
 
Emotion in the workplace
Emotions and organizational contexts
TH-P01-088
Gender-typing of Leadership and Emotional competences
 
E. Lopez-Zafra 1,*, L. Gartzia Fernández 2
1Psychology, Universidad de Jaén, Jaén, 2Deusto Business School, Universidad de Deusto, Bilbao, Spain
 
Content: Implicit leadership theories (ILT) refer to beliefs and expectations that people hold about what leaders do (descriptive dimension), as well as the behaviors and attributes that effective leaders should exhibit (prescriptive dimension). Prototypical leaders who fit these expectations are more likely to receive positive ratings from subordinates. The extent to which other gender-related leadership dimensions, apart from masculinity, such as emotionality impact on descriptive and/or prescriptive dimensions of leadership has not been previously a feature. This work contributes to implicit leadership theories by incorporating these dimensions.
 
In a 2 (descriptive vs. prescriptive leaders) x 2 (women vs men) between- subjects design, 546 Spanish participants (50.7% women) with mean age 27.99 (range= 17-55; SD= 12.01) were randomly asked to rate a series of gender-related dimensions of successful middle managers. These dimensions included emotional competences, leadership styles, physical characteristics, marital status, age, and having children. Half of participants had work experience.
 
Results show that perceptions about the emotional competences and leadership styles of leaders differed in both conditions, being generally higher for ideal than real leaders. Perceptions about female and male leaders were similar except for one emotional competence. Interestingly, participants had different perceptions depending on their previous work experience. Finally, gender of leader was irrelevant on evaluating the leaders´ emotional competences or leadership style except only for the laissez-faire style. In both conditions, most participants imagined a middle-age middle-size male, wearing suits and with a stable couple and children. Practical implications for the selection and promotion of leaders are discussed.
 
 
 
 
 
 

 

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