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Lit Review on Gender in Leadershi
pDeveloping Business Knowledge

Gender in Leadership: A Journey Through Previous Literature

ABSTRACT

CONTENTS

Abstract 2
Introduction 4
Traits and Styles 5
General Impressions and Stereotypes
Cognitive Categories
Methods
Conclusion

INTRODUCTION
The aims of the literature review are to discover if gender roles are accurate and if the leaders’ gender has an effect on the management style employed. If there is a difference in style which one is more effective and what these differences may mean for the future of leadership. “Leadership is a process whereby an individual influences a group of individuals to achieve a common goal” Northouse (2006, p. 3). There are many different definitions and approaches to leadership, these approaches include the trait, behaviour and situational approaches along with the transactional and transformational theories. Leadership is vital because “Leadership training and development can maximize productivity, shape a positive culture and promote harmony” Leadership Training Tutorials (2004). Anyone can be a leader, but as a result of this there are stereotypes and disadvantages for those who are not the majority, normally white males. As a result of leaders having different backgrounds they may or may not have different styles which could be more effective. “Gender refers to the socially constructed roles, behaviours, activities, and attributes that a given society considers appropriate for men and women” (WHO, 2012) these gender roles are normally divided into masculine and feminine roles. The author will be focusing on gender differences of leaders, if they have different styles or if one is more effective than another. Lord et al. (1982) implicit leadership theories were used to assess which areas of leadership should be researched because they best distinguish leadership skills. These included cognitive structures; traits and behaviours of leaders (Kenny,
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