Please use this identifier to cite or link to this item:https://hdl.handle.net/20.500.12259/53104
Type of publication: research article
Type of publication (PDB): Straipsnis kitose duomenų bazėse / Article in other databases (S4)
Field of Science: Edukologija / Education (S007)
Author(s): Minelgaitė-Snaebjornsson, Inga;Edvardsson, Ingi Runar;Žydžiūnaitė, Vilma;Vaiman, Vlad
Title: Cross-cultural leadership: expectations on gendered leaders’ behavior
Is part of: SAGE Open [elektroninis išteklius]. London : SAGE Publications, 2015, Vol. 5, iss. 2
Extent: p. 1-8
Date: 2015
Note: http://sgo.sagepub.com/content/spsgo/5/2/2158244015579727.full.pdf
Keywords: Lyderystė;Kroskultūrinė teorija;Lyderių lytiškumas;Leadership;Cross-cultural theory;Leaders' gender
Abstract: Ongoing low participation of women in global leadership calls for more research in this field. In this article, we set out to include gendered expectations toward leader behavior as part of cross-cultural leadership theory. Building on an existing body of research, we focus on propositions about the effects of gendered expectations on the leader, from the followers’ standpoint. The consideration of gendered effects from the follower standpoint is an under-researched area in leadership literature, and it is even more rarely to be found in empirical data. In every culture, there are certain expectations toward leaders of the two genders that influence their behavior. In this article, we will attempt to answer the following question: How does perceived leader behavior and gendered behavior relate to national culture and actual leader behavior? We present a conceptual model that seeks to incorporate gendered expectations into cross-cultural leadership as an answer. Moreover, we provide a conceptual guideline toward operationalization of the model. The model includes the potential of dissonance between male expectations as a dominating leadership role and female leadership. This might serve as an explanation as to why in some cases women are not seen as successful as men when they adopt a masculine leadership style. The article seeks to advance cross-cultural leadership theory by focusing on expected gendered leadership behavior. Our ideas and model could eventually contribute to the advancement of leadership theory, as well as contributing to gender studies, cross-cultural leadership, and business communication
Internet: https://www.vdu.lt/cris/bitstream/20.500.12259/53104/2/ISSN2158-2440_2015_V_5_2.PG_1-8.pdf
https://hdl.handle.net/20.500.12259/53104
Affiliation(s): Edukologijos tyrimų institutas
Vytauto Didžiojo universitetas
Appears in Collections:1. Straipsniai / Articles
Universiteto mokslo publikacijos / University Research Publications

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