Reported gender-related leadership-style differences were less pronounced when the analysis looked only at organizational studies and excluded laboratory experiments or surveys that did not involve actual organizational leaders.

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Meta-analytic research has found slight but significant gender differences in leadership styles. Eagly & Johnson (1990) found that women tend to practice an interpersonal style focused on employee morale and welfare, while men tend to practice a task-oriented style focused on accomplishing tasks; these differences were less pronounced in organizational studies of actual leaders. Eagly, Johannesen-Schmidt, & van Engen (2003) found that women tended to exhibit characteristics of transformational leaders, while men were more likely to be transactional leaders. The differences are not absolute; for example, women were found to use reward-for-performance methods more often than men, which is a component of transactional leadership. Overall, the observed differences were relatively small.

Gender Differences in Leadership Styles

Spielman, R. M., Jenkins, W. J., & Lovett, M. D. (2020, April 22). Psychology (2nd ed.). OpenStax. https://openstax.org/books/psychology-2e/pages/1-introduction

OpenStax Psychology (2nd ed.) Textbook

Researchers suggested that similarities between genders in leadership styles may be attributable to different genders needing to conform to the organization's culture. They also proposed that gender-related differences may reflect inherent differences in the strengths each gender brings to leadership practice.

Explanations for Gender Differences in Leadership Styles

In Eagly & Johnson's (1990) meta-analysis of gender and leadership style, larger gender-related differences were observed when leadership style was categorized as democratic or autocratic. These differences were consistent across all types of studies.

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