Academic literature on the topic 'Leadership Styles of Turkish Female Leaders'
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Journal articles on the topic "Leadership Styles of Turkish Female Leaders"
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Eagly, Alice H. "The Rise of Female Leaders." Zeitschrift für Sozialpsychologie 34, no. 3 (2003): 123–32. http://dx.doi.org/10.1024//0044-3514.34.3.123.
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Abstract: The pace of women's rise into high-level leadership roles is accelerating in many postindustrial societies. Although women still face some discrimination in attaining roles with substantial authority, prejudicial reactions appear to be decreasing. In terms of Eagly and Karau's (2002) role incongruity theory of prejudice toward female leaders, women's rise is accounted for by three factors: (a) a redefinition of the qualities required by many leadership roles to include androgynous and feminine attributes as well as masculine attributes, (b) masculine shifts in women whereby they have adopted agentic and other masculine attributes consistent with their labor force participation, and (c) women's favoring of competent, androgynous leadership styles that help finesse the still remaining incongruity between leader roles and the female gender role.
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Joudi, Nadine Sami. "Gender leadership styles and linguistic practices: The case of Lebanese International University coordinators." International Journal of Innovative Research in Education 6, no. 2 (2019): 47–61. http://dx.doi.org/10.18844/ijire.v6i2.4362.
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Sociolinguistic research is interested in the way people, including leaders, use language to construct and perform social identities. Given that an increasing number of professional women have to do leadership side by side with men, this case study research, which was conducted at the Lebanese International University, studied gender and leadership styles from a qualitative content analytical perspective. More specifically, it sought to determine male and female leadership styles and to investigate their linguistic practices through the analysis of self-reflections and interviews. The researcher used five male and five female coordinators’ self-reflections and transcribed interviews that were collected, analysed and categorised to find out any differences in the leadership style and language use of male and female leaders in the academic settings. The findings showed the influence of the genders in their choice of linguistic expressions indicating the noteworthy dominance of the two prevalent dimensions in leadership styles, namely, transformational and transactional.
 Keywords: Gender leadership styles, gender linguistic practices, transformational leadership, transactional leadership, Lebanon.
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JALLOW, Rugiatou. "Gender Differences in Managerial Behavior and Their Leadership Styles." Volume 5 - 2020, Issue 9 - September 5, no. 9 (2020): 6–10. http://dx.doi.org/10.38124/ijisrt20sep032.
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This study investigated gender differences in relation to managerial behavior and leadership styles in The Gambia. The correlation between leadership styles and managerial behavior was firstly examined while gender differences and leadership styles were investigated. However, quantitative method was used to gather information from the target audience where Mann-Whitney analysis, crosstabsanalysis and correlation analysis were employed as the estimation techniques. From the analysis, the findings reported that female has the highest frequency in terms of transformational style of management and male has the highest frequency in terms of transactional leadership style in an organization. The study concluded that male leaders are mostly recognized in the managerial positions compared to female leaders.
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Nordin, Raslan, and Hazira Mohd Nasir. "Leadership Styles and Gender Relationship among Public Higher Institutions in Malaysia." ADVANCES IN BUSINESS RESEARCH INTERNATIONAL JOURNAL 3, no. 1 (2017): 58. http://dx.doi.org/10.24191/abrij.v3i1.10038.
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This study examines gender-based differences in the leadership style of academic leaders in public higher institutions Malaysia. The purpose of this study is to determine if there is any significant difference between the leadership style of male and female academic leaders and to examine theleadership styles of male and female academics leaders in public higher institutions Malaysia. The scope of this study is academic leaders who hold positions as Dean, Deputy of Dean and Head of Program from selected faculties of public universities. The research incorporated the Leadership Practices Inventory (LPI-IC) survey self response instrument, as well as a descriptive questionthat will be distributed to selected academic leaders. Due to the fact that Malaysian literature on gender differences and leadership styles is not being enriched, there is an urge for a researcher to produce robust and rigorous research examining the relationship between gender and leadershipstyle among academic leaders. Thus this research is of practical significance because the leadership style could bring positive or negative impact on the quality of administration at the university level.
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Umar, Umar. "Female leadership in organisational communication perspective: A systematic literature review." Jurnal Studi Komunikasi (Indonesian Journal of Communications Studies) 5, no. 2 (2021): 453–70. http://dx.doi.org/10.25139/jsk.v5i2.3508.
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This systematic literature review aimed to analyse the studies on organisational communication, especially female leadership. The data collection was conducted on Google Scholar, Researchgate, and other reputable journals using the following keywords: “female leadership in organisational communication,” “women, leadership and organisation,” and “organisation, leadership and gender.” From these searches, fifty articles were investigated for the role of female leadership in organisational communication perspective. The result indicates that women can carry out their role as leaders in line with the organisational transformations. As leaders, women must be able to become the main communicator in the organisation. The results also reveal that from the perspective of organisational communication, many female leaders use democratic leadership styles. In terms of Role Theory, we found that female leaders can carry out their roles well, thus positively impacting the organisation.
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Cuadrado, Isabel, J. Francisco Morales, and Patricia Recio. "Women's Access to Managerial Positions: An Experimental Study of Leadership Styles and Gender." Spanish Journal of Psychology 11, no. 1 (2008): 55–65. http://dx.doi.org/10.1017/s113874160000411x.
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This study attempts to test one of the explanations of the scarce representation of women in managerial positions, specifically the one advanced by “role congruity theory of prejudice toward female leaders” (Eagly & Karau, 2002), which appeals to the fact that women get unfavorable evaluations if they adopt male-stereotypical leadership styles. One-hundred and thirty-six undergraduate students participated in an experiment with a 2 (Male-stereotypical vs. Female-stereotypical leadership style) × 2 (Male vs. Female leader) design. Dependent variables were leader's competence, efficacy, and evaluation in a series of traits. It was found that, regardless of sex, the leaders were considered more competent and efficient, and were evaluated more favorably, when they adopted stereotypically feminine leadership styles. Implications of these findings for women's underrepresentation as leaders in management top positions worldwide are discussed.
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Ertem, Hasan Yücel. "Relationship of School Leadership with School Outcomes: A Meta-Analysis Study." International Education Studies 14, no. 5 (2021): 31. http://dx.doi.org/10.5539/ies.v14n5p31.
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Administration and governance of schools in Turkey have a complex structure and process. Within the centralized structure, the procedures in educational activities are managed by school principals. In the Turkish literature, there are studies showing leadership styles of school leaders based on the leadership theories borrowed from different contexts. Furthermore, these leadership styles are linked to school outcomes like academic achievement and teacher motivation. Thus, catching compatible sides of leadership theories may serve to improve this kind of school outcomes. In these respects, the current study aimed to investigate which leadership styles have more effect on academic achievement and teacher motivation. Exclusion and inclusion criteria were determined in order to identify the studies to be analyzed. A meta-analysis study including 21 studies in Turkish context was conducted to achieve the purpose of the study. The meta-analysis results showed that the leadership styles were highly related with the school outcomes. Overall, laissez-faire, transactional, instructional, and transformational leadership styles had a high and positive relation with the school outcomes. The laissez-faire and spiritual leadership styles showed more effect on the teacher motivation while the positive and transformational style had more effect on the academic achievement. Considering the conclusions of the study, it is recommended that future studies develop a leadership theory specific to the educational settings in Turkey.
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Makura, Alfred Henry. "Leadership Styles of Female Educational Leaders: In Search of a Gender Inclusive Leadership Theory." Journal of Social Sciences 31, no. 3 (2012): 279–87. http://dx.doi.org/10.1080/09718923.2012.11893037.
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Kutlu, Erdi, Çağdaş Cengiz, Murat Necip Arman, and Emir Ozeren. "Understanding the Role of Leadership Styles of Erdogan and Merkel in Sustainability of Turkey-European Union Relations: A Leadership Trait Analysis." Sustainability 13, no. 16 (2021): 9258. http://dx.doi.org/10.3390/su13169258.
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This study aims to understand the role of the leadership styles of Turkish President Recep Tayyip Erdogan and German Chancellor Angela Merkel in European Union-Turkey relations by conducting a Leadership Trait Analysis (LTA), which takes into account the leaders’ personalities in foreign policy. The article makes use of the verbal records of the two leaders regarding the bilateral relations between their countries and the European Union. The results unveil that the two leaders’ personal characteristics bear similarities to a considerable extent; i.e., both leaders are sceptical in inter-personal relations, discernibly intuitive, self-confident and so forth. The study suggests that those personal traits of the leaders which have occasionally outweighed crude rationality have been some of the important factors enabling the sustainability of relations between Turkey and the EU against all odds.
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Van Engen, Marloes L., and Tineke M. Willemsen. "Sex and Leadership Styles: A Meta-Analysis of Research Published in the 1990s." Psychological Reports 94, no. 1 (2004): 3–18. http://dx.doi.org/10.2466/pr0.94.1.3-18.
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Empirical research on sex differences in leadership styles, published between 1987 and 2000 in peer-reviewed journals, is reviewed by means of a metaanalysis. The leadership styles examined are interpersonal, task-oriented, democratic versus autocratic, and transformational and transactional leadership. Analysis showed that evidence for sex differences in leadership behavior is mixed, demonstrating that women tend to use more democratic and transformational leadership styles than men do, whereas no sex differences are found on the other leadership styles. Sex differences in leadership styles are contingent upon the context in which male and female leaders work, as both the type of organization in which the leader works and the setting of the study turn out to be moderators of sex differences in leadership styles.
Dissertations / Theses on the topic "Leadership Styles of Turkish Female Leaders"
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Unal, Cansu. "Impact of the National Culture on Female Leadership Styles : How does Turkish culture impact on female leadership styles in Turkey?" Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-64610.
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The culture demonstrates itself in the shared values, attitudes, beliefs, norms and behaviours of people and it is distinguished from each other by differences in those shared meanings of people interacting. As culture is varied across countries, leadership styles are also varied across countries and are not exercised in the same way across different cultures. They are imported in accordance with the cultural environment in which they are perceived. Therefore, understanding the culture is significant in order to explain preferences of leaders concerning leadership styles. The main purpose of the present dissertation is to provide an overview of the relationship between Turkish culture and the way in which leadership is exercised by Turkish female leaders. The present study is completed in three steps in order to demonstrate that the existing relationship between the Turkish culture and leadership styles of female leaders in Turkey. In the first step, the study examined what culture is, what dimensions of the national culture are, what leadership is and how leadership styles are culturally-linked. In the second step, the paper investigated how female leaders perceive and exercise different leadership styles across different cultures. In the third step, the study researched what cornerstones of Turkish culture and how anticipated leadership styles of Turkish female leaders are shaped by Turkish culture. The study followed a qualitative research approach based on the grounded theory. Ten female leaders coming from different backgrounds were interviewed in order to draw a holistic picture of the relationship between Turkish cultural values and leadership styles of Turkish female leaders. The findings of the study indicate that the Turkish culture has an influence on leadership styles of Turkish female leaders. According to the results, while Islamic values have no significant impact on leadership behaviours of female leaders, such cultural attributes as collectivism, high power distance, uncertainty avoidance and paternalism have a huge impact on leadership styles of Turkish female leaders. The research examined only leadership styles of Turkish female leaders. Therefore, this study recommends a future research which will investigate leadership styles of Turkish males in order to understand whether gender has also an effect on leadership styles of Turkish leaders.
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Akhtar, Mehreen. "Female and Gender Leadership : Under Representation of Female Leaders." Thesis, University of Kalmar, Baltic Business School, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:hik:diva-737.
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<p>When we talk about the females employment in different organization, it is till treated in different disciplines. There are some gaps linked to it which still need to be filled in order to give equal opportunities to females as well. Although, from the last few decades it is been said and noticed that the number of females are rising to the top which is a symbol of progressive social change. However, it is also been noticed that there is still gender inequality in top management positions which leads to under presentation of females in top management position.</p><p>The society and the masculine man has developed some theories. Due to which, it is been said that female qualities do not contribute to the required management attributes. For instance, In order to have an executive role, a person must be more aggressive, competitive, more task oriented etc. but females always have the opposite qualities. For instance, interpersonal relations, emotional, collaborative etc.</p><p>This paper is an effort that shows the obstacles that woman faces in order to reach top management positions. Moreover, I also tried to describe that the traditional leadership model is linked to the masculine stereotypes. Henceforth, I tried to explain that the new organizational culture requires also the feminine stereotypes (emotions, interpersonal relations, cooperation etc). So, one could say that the leadership is not just linked to the masculine stereotypes but it also requires more of feminine qualities as well.</p><p>The empirical study involves the semi structured interviews from men and women on management positions and also general discussions with the public. Based on these interviews and discussions I tried to analyze if both male and female follow the gender stereotypes and if they have difference in leadership styles according to gender.</p><p>Hence, companies should have a more diversity in their organization in order to have more flexibility in organizational culture.</p>
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Peba, Tjedza Mantsadi Lesedi. "Female employees' perceptions of male leaders' Botho and authentic leadership styles in Botswana." Diss., University of Pretoria, 2017. http://hdl.handle.net/2263/60516.
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Very little research focuses on a follower's perception of leadership. Furthermore, black African female employees' perception of a male leader's botho and authentic leadership style in Botswana parastatals has never been researched. Research has made it evident that leadership not only needs to be viewed from a leader-centric perspective but a follower-centric perspective should also be taken into consideration.
Botho and authenticity are phenomena that are unique to a specific context. The conundrum to apprehend is how this influences a leader. This study thus aimed to identify how botho and authentic leadership is perceived and experienced by black African female employees, to explore whether male leaders are perceived to possess botho and authentic leadership styles, and enquire how important black African female employees regard botho and authentic leadership styles in male leaders.
The study adopted a qualitative, grounded theory methodological approach to investigate the research purpose. Unstructured and semi-structured interviews were used to investigate the particular focus area. The data collection was split into two phases. Phase one comprised of focus groups, followed by phase two with individual interviews. A sample consisting of seven black African female employees from three parastatals in Botswana was used. This sample was selected as they had experience in the field of interest. The discussions were recorded and transcribed prior to being captured in Excel. Thematic coding was adopted to scrutinise the data.
The findings of the study indicated that the followers would love for their opinions to be taken into consideration more. Facets mostly illuminated by the participants included the need for better communication, transparency and guidance. Respect and compassion were found to be the cornerstone of botho. Social awareness and self-awareness were found to be the grounding factors to being an authentic leader. Furthermore, it was found that cultural context is evidently an important factor to consider when approaching leadership.
Due to the subjective nature of the study, the researcher could not generalise the findings. The participants' responses were based on their social construction and experiences. Future research should focus on developing constructs that participants regard as vital when measuring botho and authenticity. Developing a measurement tool that is valid and reliable for botho and authentic leadership whilst taking into consideration the cultural context would be beneficial to the development of the constructs.<br>Mini Dissertation (MCom)--University of Pretoria, 2017.<br>Human Resource Management<br>MCom<br>Unrestricted
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Shah, Sahar. "An analysis of the interaction of the gender of head teachers with their leadership styles in secondary schools in Pakistan : a pragmatist perspective." Thesis, University of Cambridge, 2018. https://www.repository.cam.ac.uk/handle/1810/283493.
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This research study aims to investigate the significance of the gender of secondary school head teachers in influencing their leadership styles within the context of Pakistan. Pakistan's cultural milieu is characterized by patriarchal undertones that translate into low gender equality, particularly in terms of lower educational attainment and lesser professional opportunities for females as compared to males. Within this setting, this thesis views the relationship between gender and educational leadership through the feminist educational leadership perspective, while the contextual environment is analysed by employing an adaptation of Brofenbrenner's ecological development theory. A mixed-methods research design has been used to answer this study's research questions. The quantitative research method is based on a survey that was administered to a random sample of 350 secondary school head teachers belonging to the public and private sectors within nine districts of the Punjab province in Pakistan. The self-rater Multifactor Leadership Questionnaire was used to determine the self-perceptions of head teachers regarding their leadership styles. In addition, the qualitative research method utilizes semi-structured interviews of a purposive sample of 14 head teachers in order to obtain an in-depth understanding of how the contextual environment is perceived by head teachers and to investigate whether the head teacher's gender is a significant factor in influencing these perceptions within Pakistan's context. The survey generated 264 responses and the findings indicate that on average secondary school head teachers perceive their leadership style as being transformational; particularly private sector female head teachers have the highest mean score for the transformational leadership style, hence suggesting that the gender of secondary school head teachers does play an important role in terms of influencing how they assess their leadership styles in Pakistan's context. Furthermore, the qualitative analysis of the interviews reveals important gender-based differences in terms of how head teachers perceive their contextual environment and how they practice transformational leadership within their schools. This study's findings have implications for theory, practice and policy making in the field of educational leadership, as they emphasize the need for implementing gender-sensitive educational policies that may facilitate both male and female head teachers to perform their roles effectively as school leaders within Pakistan's context.
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Tanaka, Aki. "The Influence of Female Leaders’ Perceptions of Peace and Globality on Leadership Styles and Organizational Development Practices in Voluntary Organizations: A Qualitative Case Study of YWCA-Japan and YWCA-Tokyo." Ohio University / OhioLINK, 2017. http://rave.ohiolink.edu/etdc/view?acc_num=ohiou149398155050782.
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Lee, Yu-Nin, and 李毓寧. "A study on Leadership Styles and Gender Roles of Female Leaders." Thesis, 2012. http://ndltd.ncl.edu.tw/handle/66400028130711098577.
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碩士<br>國立中山大學<br>高階經營碩士班<br>100<br>With the rise of feminism, the number of working women has increased significantly. Relatively, the proportion of women who act as supervisors has been increasing continuously and obviously. In many well-known international enterprises, many high-ranking female leaders have emerged, displaying their unique characteristics of management and leadership, leading companies to increasingly thriving.
The study mainly explored the leadership styles of female leaders and gender role related matters. The study objects were high-ranking female leaders. By the means of field interview, female leaders in various industries were interviewed. The data collected and contents of interviews were cross compared with the self-assessment of the
interviewees. This study explored through three aspects as below:
1. Leadership styles of female leaders
2. Impact of gender role
3. The gender role impact of female leaders on the leadership style
Based on the individual leadership characteristics and gender identity, main leadership styles and commonality were summarized. Critical successful factors were explored through the characteristics, style and experience of successful female
leaders.
This study adopted the methods of qualitative research, case study and semi-structured intensive interview. The findings of this study are listed as below:
1. The leadership style of high-ranking female leaders: Democratic leadership is the main style, supplemented by autocratic leadership to guide the subordinates to negotiate, reach a consensus and achieve goals.
2. Work-centered leadership style: Most female leaders adopt work-centered style which can easily achieve the goal of work.
3. Mainstream of transformational leadership: The study found out that all female leaders adopted transformational leadership uniformly. The main reason is that it is more suitable for working environment and it is effective in developing team consensus.
4. Glass ceiling effect: Owing to the change of gender stereotype, professional capabilities and work performances were the main basis for promotion. Gender isn’t the main factor to be considered any longer.
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Lin, Fen-Ying, and 林芬英. "A Study on the Leading Traits and Leadership Styles of Female Leaders." Thesis, 2003. http://ndltd.ncl.edu.tw/handle/97326045455730334050.
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碩士<br>國立中山大學<br>企業管理學系研究所<br>91<br>Abstract
The theories of leadership seldom explain the difference of male leaders and female leaders. Instead of the assumption that the leaders’ leading traits and leading styles of two sexes are the same, most studies work from the “man” point of view.
Traditionally, the principles and theories of leadership in most cases come from the researches written by male leaders. Many female leaders’ leadership styles are ignored or forgotten. (Sally Helgsen, 1995)
General thoughts indicated that there are some differences between male and female, but these differences are seldom used to explain leadership. The master stream of leadership theories still infers female’s leadership by male traits.
This research considers that once woman accept the inequality is unfair, then they can create the possibility in working field. As the saying of Peter Senge goes “Remove the unwanted doesn’t mean you can get what you want”. This research wants to draw a picture of real female leaders by finding “What You Want”, focusing on female leaders’ successful leadership traits and leadership styles, then to discuss how they overcome “the Unwanted”.
This research adopted case study and in-depth interview methods. After interviewing six female leaders, this research has conclusions listed below:
1. Female leader’s traits:
Female leaders not only lead people to achieve the goal of organizations, but also want to make them improve themselves. The female leaders emphasize ex-birth learning even more than pro-birth gift. It is an everlasting improving process. The female leaders who have strong motivation know they should try hard to hold on every chance, but the others must wait the inspiration by environment or other people.
2. Female leaders’ leadership style:
Female leaders adapt Y theory to make the attributed assumption of employees, but they would transfer to X theory because of changes of environment and so on. They mainly use democratic leadership style and supply with authoritative and laissez faire styles. They try to achieve the balance of employee-oriented and work-oriented. This research discovered that female leaders usually adapt the neutral characteristics or integrate the characteristics of two sexes in leading process.
3. Female leaders and sex issue:
This research shows the notion of female leaders that leaders contain those of two sexes, but they should not be separated into two nouns: male leaders and female leaders. This research discovered that all female leaders never benefit from being a female. The dilemmas they face are: challenging the stereotype and the conflict of family and job roles. The ways they treat to male and female employees have no significant differences, and they respect their differences. When it comes to promotion, they never think about the issue of sex.
4. The working philosophy of female leaders:
The most important three factors of their job philosophies are interests, mission and self-actualization. Surprisingly, the working hours of female leaders in case study are all very long. Five out of six leaders work for twelve to fifteen hours or even more a day.
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Chou, Hsiou-Mei, and 周秀梅. "A Study of relationship among personal characteristics, leadership styles and achievements of female leaders." Thesis, 2004. http://ndltd.ncl.edu.tw/handle/78865142937260086973.
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碩士<br>國立臺北大學<br>會計學系<br>92<br>Abstract
National Taipei University
Graduate School of Accounting
Title：A Study of relationship among personal characteristics, leadership styles and achievements of female leaders
Name：Hsiou-Mei Chou
Advisor：Dr. Fujiing N. Shiue
Date：January, 2004
Females are flexible, detail-orientated, cautious, and acute that makes them perfectly fit for the twenty-first century’s fast-changing environment. More of them have become more career focused because they believe in their own abilities and want to proof to everyone that they can perform; however, they still face family, marriage, and career responsibilities and problems. Thus, this report is to raise the emphasis on female leaders that are disregarded by the society and promote positive image on how female leaders manage the business.
This study collects and organizes leadership-related articles and reports, and organizes scholars and professors’ opinions to develop questionnaire of Personal Characteristics and Leadership Styles. Through Factor Analysis and Case Studies we found female leaders’ characteristics are: maternity, leadership ability, independent, competitive, and out-going. And the Leadership styles of female leaders are: Lead by Example, pay attention to employees’ needs, Employees Involvement and Encouragement, Performance Based Pay/Rewards, and emphasizes high Employee integrity.
This study employs Pearson Product-Moment Correlation Coefficient and finds that most instability in Personal Characteristics and Leadership Style are obviously proportionally linked to each other; only Independent Characteristic and Return on Profit are negatively proportioned that there is no relationship between personal characteristics and business’ performance. Finally, the study finds there is no obvious relationship between female leaders’ Leadership Style and the business’ performance.
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Kuo, Tsai-Hsia, and 郭彩霞. "A Study on the Personality Traits and Leadership Styles of Female Leaders For one Public Enterprise." Thesis, 2005. http://ndltd.ncl.edu.tw/handle/05316256826144545392.
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碩士<br>逢甲大學<br>經營管理碩士在職專班<br>93<br>Abstract
The issue of female leadership is unable to be neglected nowadays. Studies relate to female leaders’ personality traits and leadership styles mostly appear in individual essays. Academic studies are limited though increasing in recent years. As a workingwoman with 31 years of experience in a public enterprise, I have particularly paid attention on such an issue. Thus I am curiously to research the characteristic and the leadership of female leader who struggling to be successful put extraordinary efforts on their job. It has motivated me to conduct further research on the issue.
The research aims to perceive the personality traits and leadership style of female leaders. It is conducted first with questionnaire to analyze the personality traits. Interviews are proceeded to acquire personal opinions on relevant issues. Literature review and case study are adopted to complete the research. Finally, personality traits and leadership style of female leaders is perceived by comparing and analyzing mentioned case studies. From the particular way of dialogs of female leaders, I also realized their thoughts and life experience.
The five interviewees are selected with significance from the enterprise’ headquarter in Taipei, branch office and Operation Division of mentioned organization. Conclusion of the interview is categorized into the following six propositions:
I. Workingwoman with personality traits as controlling and with Trait B tend to becomes leaders more easily.
II. Workingwoman who is holding Hypothesis Y and believing people is of kind nature should adopt with “democratic” and “staff-centered” way of leading. Alongside with good command in communication and respect adds ease to achieve their targets.
III. “Neutral” leadership style helps female leaders’ leadership operations between the two genders and the carrier development.
IV. Female leaders of mentioned organization do not consider gender as a problem. Bring up the issue is categorizing people.
V. Gender is not the issue for workingwoman to become a leader when they realized their advantages.
VI. Sufficient self-esteem and high self-demand brings more possibility to enable workingwoman to be brilliant leaders.
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Chung, Yun-yen, and 鍾昀燕. "The Effect of Female Leaders’ Personality Traits and Leadership Styles on the Leadership Effectiveness- Exemplified by Southern Electronic Media Centers." Thesis, 2012. http://ndltd.ncl.edu.tw/handle/56152480928091995236.
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碩士<br>國立中山大學<br>傳播管理研究所<br>100<br>In recent years, our society changes rapidly. The position of females in Taiwan have been promoted significantly. The situation induces the raise of the awakening of feminist consciousness. After that, females gets more opportunities to show off all of their talents, and generally become managers or leaders at workplace. The phenomenon caused many discussions and researches, and really highlights the importance of the topic of today''s female leaders. How a leader shows the leadership performance could decide the success of the organizational development. Also, we know through the relevant literature that a leader’s personality traits and leadership styles are not only an important issue in the organizational behavior study, but also the key elements of leadership effectiveness.
Therefore, the purpose of this study is to inquire the relationship among female leaders’ personality traits, leadership styles and leadership effectiveness by the subordinates cognition in southern electronic media centers. The questionnaire of the study is divided into two parts: the leader questionnaire and the subordinate questionnaire. Total of 215 out of 250 questionnaires were returned. (There are 38 out of 40 from leader questionnaires, and 177 out of 200 from subordinate questionnaires.) The data are analyzed by a variety of statistical methods, such as descriptive statistic, factor analysis, reliability analysis, and regression analysis, etc. The statistical analyses had concluded as followed：
1. The hypothesis that the female leaders’ personality traits are significant effect on their leadership effectiveness is partially supported. In accordance with the order of the influence on leadership effectiveness, “Conscientiousness”, “Agreeableness”, and “Openness to Experience” are the main significantly indicators to predict leadership effectiveness.
2. The hypothesis that the female leaders’ leadership styles are significant effect on their leadership effectiveness is partially supported. “Consideration”is the only significantly indicators to predict leadership effectiveness.
3. Consider the female leaders’ personality traits and the leadership styles at the same time, “Conscientiousness * Initiating Structure” and “Emotional Stability * Consideration” have a significant effect on the leadership effectiveness. Thus, the leadership styles have mediator effects between the personality traits and leadership effectiveness.
Books on the topic "Leadership Styles of Turkish Female Leaders"
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Read, Sue Ellen. ACHIEVEMENT STYLES USED IN LEADERSHIP PRACTICE: A STUDY OF UNCOOPTED FEMALE LEADERS AS COMPARED TO MALE LEADERS (NURSES). 1987.
Find full textBook chapters on the topic "Leadership Styles of Turkish Female Leaders"
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Mushaben, Joyce Marie. "Women Leaders in Troubled Times: The Leadership Styles of Angela Merkel and Hillary Clinton." In Realities and Fantasies of German Female Leadership. Boydell and Brewer Limited, 2019. http://dx.doi.org/10.1017/9781787445628.017.
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Puliatte, Alison. "An Unlikely School Leader." In Challenges and Opportunities for Women in Higher Education Leadership. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-7056-1.ch009.
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This chapter examines the intersection of gender and personality, specifically addressing some of the issues that introverted women leaders may face. The author's personal experiences as an elementary school principal will be interwoven into the current research that highlights the underappreciated strengths of introverted women leaders. Personality traits and leadership styles of introverts are presented along with descriptions of the experiences of female leaders. The chapter ends by providing readers with ideas to support women and introverts in school to prepare them for future leadership roles.
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Thomas, Ursula C., and Karen W. Carter. "Claws and All." In Research Anthology on Challenges for Women in Leadership Roles. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-8592-4.ch020.
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Understanding why women are underrepresented in various levels of higher education leadership fields remains an important area of research. In the United States and in many industrialized nations around the world, higher education professions remain male dominated. Explanations for why women of color are not successful or are experiencing difficulty in higher education leadership professions are many and diverse. This chapter seeks to examine the discourse of Black female leaders in a predominantly White institution. The chapter will focus on types of management and communication styles that are disruptive to women of color in leadership as they lead without readily identified support in upper division administration.
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Salvador, Denise, Zélia Breda, and Filipa Brandão. "Gender and Tourism." In Handbook of Research on Human Capital and People Management in the Tourism Industry. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-4318-4.ch006.
Full textAbstract:
An increasing number of women occupy positions in the labour market that were previously restricted to men. This is, however, still limited by the dual roles of working women. This chapter aims to address gender issues in the tourism industry. Specifically, it focuses on female participation in the labour market, highlighting the characteristics of women in leadership positions. A case study approach was used, focusing on female leaders in the hotel sector in Fortaleza, Brazil. An exploratory qualitative study was developed through semi-structured interviews, which aimed to gather data on the career path of female leaders. The collected data allowed understanding how these women reached top-level positions, and their leadership styles. Results indicate that early entry into the labour market, dedication, education, entrepreneurial skills, and dynamic personality are instrumental and work directly affects family relationships, being the cause of some problems in their personal lives.
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Thomas, Ursula C., and Karen W. Carter. "Claws and All." In Navigating Micro-Aggressions Toward Women in Higher Education. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-5942-9.ch006.
Full textAbstract:
Understanding why women are underrepresented in various levels of higher education leadership fields remains an important area of research. In the United States and in many industrialized nations around the world, higher education professions remain male dominated. Explanations for why women of color are not successful or are experiencing difficulty in higher education leadership professions are many and diverse. This chapter seeks to examine the discourse of Black female leaders in a predominantly White institution. The chapter will focus on types of management and communication styles that are disruptive to women of color in leadership as they lead without readily identified support in upper division administration.
Conference papers on the topic "Leadership Styles of Turkish Female Leaders"
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Gigauri, Iza. "UNDERSTANDING THE EXPECTATIONS OF YOUNG EMPLOYEES TOWARDS LEADERSHIP IN ORGANIZATIONS." In Proceedings of the XXVIII International Scientific and Practical Conference. RS Global Sp. z O.O., 2021. http://dx.doi.org/10.31435/rsglobal_conf/25042021/7521.
Full textAbstract:
The presented research explores the expectations of young employees to leadership and reveals their attitude towards leaders in organizations. The study elaborates on leadership styles, traits, and behaviors the new generation anticipates from the leaders. Additionally, the research analyzes the similarities and differences of male and female leaders in young workers' views. The research was based on a quantitative approach, and a survey method was used to gather primary data in Georgia. The study results emphasize the preferences of young employees towards leaders, which can be used by organizations to develop leadership styles accordingly, and attract and retain employees as a consequence.