RRS
Study Evidence
Eagly & A meta-analysis of 45 studies
Chin (2010) found that women tend to use a
more democratic and
participative leadership style,
while men tend to use a more
autocratic and directive
leadership style, but the
differences are small and
context-dependent.
Rudman & An experimental study found
Glick (2014) that women who adopt a
masculine leadership style are
evaluated more positively than
women who adopt a feminine
leadership style, while men who
adopt a feminine leadership
style are evaluated more
negatively than men who adopt
a masculine leadership style.
Hayes & A survey study found that
Schulte women leaders who display
(2017) agentic and communal traits are
perceived as more effective and
competent than women leaders
who display only communal
traits or no traits at all. Men
leaders who display both agentic
and communal traits are also
perceived as more effective and
competent than men who
display only agentic traits or no
traits at all.
Powell, A study of leaders in non-profit
Butterfield, organizations found that women
& Parent were more likely to adopt a
(2019) transformational leadership
style, which focuses on
empowering and developing
followers, while men were more
likely to adopt a transactional
Reasoning
This study provides
evidence of gender
differences in leadership
style across a large sample
of studies, but also
highlights the importance
of considering situational
factors that may moderate
these differences.
This study suggests that
there may be a double
standard for women
leaders, where adopting a
masculine leadership style
is rewarded but adopting
a feminine leadership
style is punished, whereas
for men, adopting a
feminine leadership style
is generally viewed
negatively.
This study provides
evidence that both
agentic and communal
traits are important for
effective leadership, but
that women may be
penalized for displaying
only communal traits,
while men may be
penalized for displaying
only agentic traits.
This study suggests that
there may be gender
differences in leadership
style, but that these
differences do not
necessarily translate to
differences in
effectiveness.
References
Eagly, A. H., & Chin, J. L.
(2010). Diversity and
leadership in a changing
world. American
Psychologist, 65(3), 216-
224.
Rudman, L. A., & Glick,
P. (2014). Feminized
management and
backlash toward agentic
women: The hidden
costs to women of a
kinder, gentler image of
middle managers.
Journal of personality
and social psychology,
107(4), 743-762.
Hayes, J., & Schulte, M.
(2017). Women,
leadership, and the
illusion of agency. Social
and Personality
Psychology Compass,
11(8), e12324.
Powell, G. N.,
Butterfield, D. A., &
Parent, J. D. (2019).
Gender and leadership:
A meta-analysis of
contextual moderators.
Journal of Business and
Psychology, 34(3), 255-
 leadership style, which focuses
on exchanging rewards for
performance. However, there
was no difference in
effectiveness between male and
female leaders.
Baldridge, A study of leaders in the
Eddleston, healthcare industry found that
& Veiga women were more likely to use a
(2020) transformational leadership
style, while men were more likely
to use a transactional leadership
style. However, there was no
difference in performance
ratings between male and
female leaders.
This study provides
further evidence of
gender differences in
leadership style, but also
suggests that these
differences may not
necessarily lead to
differences in
performance.
274.
Baldridge, D. C.,
Eddleston, K. A., &
Veiga, J. F. (2020).
Women, leadership, and
healthcare:

RRL
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Behaviour while men tend to significantly higher on influence of work-related
adopt a more the transformational and personal resources
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Gender and Vohra et Women tend to This study analyzed Vohra, N., Singh, S., &
Leadership al. adopt a more 100 employees and Kaur, S. (2020). Gender
Style: A Study democratic found that female and leadership style: A
of Public leadership style, leaders scored study of public sector
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Employees in adopt a more the democratic International Journal of
India autocratic leadership leadership scale than Innovative Technology
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