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Leader power bases and perceived leader effectiveness: conservation of gender stereotypes

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Abstract

Using a sample of 650 Turkish white collars, this study examines the joint effects of leader power bases, and leader’s and subordinate’s gender on perceived leader effectiveness. The study investigates the conditions under which a male or a female leader is perceived to be (in)effective given the use of two different bases of power. According to empirical findings, male leaders are evaluated more favorably even when they display gender-deviant leadership behavior by exercising soft power, and male subordinates’ disfavor of female leaders who violate role expectations is still a continuing phenomenon.

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Data Availability

The datasets generated during and/or analysed during the current study are available from the corresponding author on reasonable request.

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  1. Department of Management and Organization, Manisa Celal Bayar University, Manisa, Turkey

    Deniz Dirik

  2. İktisadi ve İdari Bilimler Fakültesi İşletme Bölümü, Manisa Celal Bayar Üniversitesi, Şehit Prof. Dr. İlhan Varank Kampüsü, 45140, Manisa, Turkey

    Deniz Dirik

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The data were collected on a voluntary basis through convenience sampling —a non-probability sampling technique— and participants were granted confidentiality on behalf of their identity/information with a declaration of anonymity statement at the beginning of the questionnaire form. The distribution of the questionnaire was largely based on the confirmation and willingness of human resource managers of individual companies to disseminate it within a specific company and invite potential respondents to participate via a survey link. In each case, the respective authorities emphasized the fact that their willingness to disseminate the survey through their intranet was largely based on their bona fides; that they would assume no responsibility at all for any consequences, and that they would not allow their company or brand names to be mentioned. No informed consent form was distributed as companies refused to sign or let their employees sign any form of document prior to data collection for scientific, practical or any other tertiary purposes.

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Dirik, D. Leader power bases and perceived leader effectiveness: conservation of gender stereotypes. Curr Psychol 40, 6175–6186 (2021). https://doi.org/10.1007/s12144-020-01169-2

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