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This is a revised section on leadership and gender for the Leadership page. I have put the old version of the section here with explanatory comments. Leadership and gender

The leadership dynamic is affected by the leader’s gender, gender diversity of groups, and the gendered nature of organizations, national cultures, and other contexts.

Much research has focused on sex and gender of the leader, with an emphasis on women’s leadership.[1][2] Women continue to be underrepresented in leadership positions, experience a gender pay gap, and face discrimination and stereotypes that limit their emergence as leaders.[1] And yet, scholars have often  found women to be equal if not more effective as leaders than men.[3]

Topics of interest have included leadership traits, behaviors, styles, emergence, and effectiveness, as well as the situational, cultural, and individual variables that moderate gender difference effects.[4][5] Scholars are increasingly interested in and beginning to include nonbinary and transgender leaders,[6] men as gendered leaders,[7] and how intersections between gender and other social identities affect leadership.[8][6]

Less research has been conducted regarding how the gender diversity of teams [GT2] and organizations affects the leadership dynamic. Contextual factors greatly influence research results. Studies have found that gender diversity can both help and hinder team performance, or have neutral effects.[9]. A leaders’ communication of vision can improve the benefits of gender-diverse teams.Cite error: A <ref> tag is missing the closing </ref> (see the help page).. Acker’s work initiated a great deal of theoretical interest, but empirical studies using the gendered organization theory are still emerging.

Globalization and national culture also affect the leadership dynamic.[4] Women have less access to positions of power in some countries. Differences in  [GT3] Scholars have discovered some universality in the traits and qualities deemed necessary for leadership across cultures, but greater variance when it comes to leader-follower relationships, perceptions, and stereotypes.[4]: 1047  Countries differ in the degree to which men differ from women about the stereotypes about men and women leaders, and masculine and feminine leadership.[10] For example, in one study, when asked to envision a leader, German women imagined a male executive, while Australian and Indian women imagined both men and women.[10] The nation in which leadership takes place may also affect men’s and women’s leadership behaviors, although the effect of nationality has been stronger than the effect of gender in multiple studies.[11][12] Scholars acknowledge more research is needed on cross-cultural leadership.[2][1][13]

  1. ^ a b c Carli, Linda L.; Eagly, Alice (2011). "Gender and Leadership". In Bryman, Alan; Collinson, David L.; Grint, Keith; Jackson, Brad; Uhl-Bien, Mary (eds.). SAGE Handbook of Gender and Leadership. Sage. pp. 103–117. ISBN 978-1848601468.
  2. ^ a b Buss, Martin; Andler, Sophie; Tiberius, Victor (December 2024). "Female leadership: An integrative review and research framework". The Leadership Quarterly: 101858. doi:10.1016/j.leaqua.2024.101858.
  3. ^ Paustian-Underdahl, Samantha C.; Walker, Lisa Slattery; Woehr, David J. (November 2014). "Gender and perceptions of leadership effectiveness: A meta-analysis of contextual moderators" (PDF). Journal of Applied Psychology. 99 (6): 1129–1145. doi:10.1037/a0036751. PMID 24773399.
  4. ^ a b c Bass, Bernard M.; Bass, Ruth; Bass, Bernard M. (2008). The Bass handbook of leadership: theory, research, and managerial applications (4 ed.). New York: Free Press. ISBN 978-0-7432-1552-7. OCLC 148740433.
  5. ^ Shen, Winny; Joseph, Dana L. (June 2021). "Gender and leadership: A criterion-focused review and research agenda". Human Resource Management Review. 31 (2): 100765. doi:10.1016/j.hrmr.2020.100765.
  6. ^ a b Tan, Sherylle J.; DeFrank-Cole, Lisa (2023). A research agenda for gender and leadership. Cheltenham, UK ; Northampton, MA: Edward Elgar Publishing. ISBN 978-1-80088-382-6.
  7. ^ Collinson, David; Aavik, Kadri; Hearn, Jeff; Thym, Anika (10 March 2023). "Men, masculinities, and leadership: emerging issues". A Research Agenda for Gender and Leadership: 87–106. doi:10.4337/9781800883826.00010. ISBN 978-1-80088-382-6.
  8. ^ Parker, Patricia Sue (2005). Race, gender, and leadership: re-envisioning organizational leadership from the perspectives of African American women executives. Mahwah, NJ London: Lawrence Erlbaum. ISBN 978-0-8058-4919-6.
  9. ^ Kelemen, Thomas K.; Matthews, Samuel H.; Zhang, Xin‐an; Bradley, Bret H.; Liu, Huihua (September 2020). "When does gender diversity enhance team performance? The dual need for visionary leadership and team tenure" (PDF). Journal of Applied Social Psychology. 50 (9): 501–511. doi:10.1111/jasp.12690.
  10. ^ a b Sczesny, Sabine; Bosak, Janine; Neff, Daniel; Schyns, Birgit (December 2004). "Gender Stereotypes and the Attribution of Leadership Traits: A Cross-Cultural Comparison" (PDF). Sex Roles. 51 (11–12): 631–645. doi:10.1007/s11199-004-0715-0.
  11. ^ Zander, Lena; Romani, Laurence (1 December 2004). "When Nationality Matters: A Study of Departmental, Hierarchical, Professional, Gender and Age-based Employee Groupings' Leadership Preferences across 15 Countries". International Journal of Cross Cultural Management. 4 (3): 291–315. doi:https://journals.sagepub.com/doi/abs/10.1177/1470595804047811. {{cite journal}}: Check |doi= value (help); External link in |doi= (help)
  12. ^ van Emmerik, IJ. Hetty; Euwema, Martin C.; Wendt, Hein (December 2008). "Leadership Behaviors around the World: The Relative Importance of Gender versus Cultural Background". International Journal of Cross Cultural Management. 8 (3): 297–315. doi:10.1177/1470595808096671.
  13. ^ Tsui; Nifadkar; Ou (2007). "Cross-Cultural Organizational Behavior Research: Advances, Gaps, and Recommendations". Journal of Management. 33 (3): 426–478. doi:10.1177/0149206307300818. S2CID 18344501.
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