Abstract
Gender stereotypes and transformational leadership can be viewed through the lens
of implicit leadership theories (ILTs). Implicit theory suggests that one's idea of what
effective leadership is has a large impact on leadership ratings and as a result, leadership
questionnaire often yield biased ratings of leadership behavior (Rush, Thomas and
Lord, 1977). Maher (1997) has examined gender related stereotypes and concluded
that men may have similar ILTs for male and female leaders but women may have
different ILTs for both genders. Female leaders attribute their use of relational styles
to their transformational leadership whereas men feel that their power and direct styles
contribute to transformational leadership (Komives, 1991). This may suggest that women
have ILTs of transformational leadership that include more developmental and nurturing
behaviors than men. This paper will highlight the various traits associated with male
and female leaders and its impact on the workplace. Most research journals tend to
focus on quantitative approach. However, this paper explores the theory of transformational
leadership through a case study approach. While these interviews and accounts may
not be generalizable, however they could provide insights to the already conducted
quantitative work.
Amber Raza. (2010) Gender Related Stereotypes and their impact on Leadership, Journal of Independent Studies and Research-Management, Social Sciences and Economics, Volume-08, Issue-1.
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