Is Transformational Leadership Always Perceived as Effective? Male Subordinates' Devaluation of Female Transformational Leaders1
Article first published online: 9 APR 2009
© 2009 Copyright the Authors. Journal compilation © 2009 Wiley Periodicals, Inc.
Journal of Applied Social Psychology
Volume 39, Issue 4, pages 852–879, April 2009
How to Cite
Ayman, R., Korabik, K. and Morris, S. (2009), Is Transformational Leadership Always Perceived as Effective? Male Subordinates' Devaluation of Female Transformational Leaders. Journal of Applied Social Psychology, 39: 852–879. doi: 10.1111/j.1559-1816.2009.00463.x
- Issue published online: 9 APR 2009
- Article first published online: 9 APR 2009
This study investigated the impact of the gender composition of the leader–subordinate dyad on the relationship between leaders' transformational leadership behavior and their subordinates' ratings of the leaders' effectiveness. There were 109 dyads of leaders (58 male, 51 female) paired with a subordinate who was either the same or a different gender from themselves. The relationship between a leader's self-report on transformational leadership and their subordinates' evaluation of their performance was significantly less positive for female leaders with male subordinates than for female leaders with female subordinates. The male and female subordinates of male leaders rated their performance as equally effective, regardless of their levels of transformational leadership.