What Works for the Gander Does Not Work as Well for the Goose: The Effects of Leader Behavior


1Correspondence concerning this article should be addressed to Steven Hutchison, 1735 South Crest Drive, Los Angeles, CA 90035.


This study examines the effects of leader behaviors and leader gender on employees' perceptions of support from the organization and employee commitment to the organization. Ninety-one employees completed a survey measuring leader behaviors, perceived organizational support, and organizational commitment. Results confirmed the hypothesis that a high interpersonal orientation and high task orientation had the most positive effect on employee attitudes. However, the high interpersonal orientation and high task orientation were not equally effective for both female and male leaders. Employees perceived more support from the organization when their supervisors, either female or male, used a high consideration–high initiating structure style than when they used a low consideration–low initiating structure style. On the other hand, only those employees who work for a male supervisor who is high in consideration and high in initiating structure were more committed to the organization.