Exploring the Mediating Effect of Gender Role Bias on Leadership Style

Abstract

Abstract As the discussion about gender discrimination in workplaces (i.e., the wage gap, sexual harassment) becomes more widespread, organizations face a growing societal pressure to meet standards of equality, particularly in positions of leadership where women are grossly underrepresented. Prior research indicates that gender stereotypes limit women’s ability to climb ladders in organizational hierarchies, and the Social Role Theory, in conjunction with the Role Congruency Theory, posit that the behaviors which these stereotypes prescribe to gender make it painful for women to behave in the authoritative manner required of a leader. Psychologists argue that women respond to this challenge with a certain leadership style called Transformational, while men display a style called Transactional. This study sought to investigate the application of these psychological theories to leadership behaviors by exploring the relation among implicit bias about female leaders and personal leadership style. Results were not collectively significant, although two indicated behaviors in line with role congruency, and one indicated a higher degree of implicit bias towards female leaders in men than in women.