In this episode of @TheScienceofLeadership Tom Collins engages in a thought-provoking conversation with leadership scientist and expert Dr. Stefanie Johnson about gender-related variations in leadership. They explore the nuances of how men and women lead, the perceptions surrounding these differences, and the impact of societal expectations on leadership effectiveness. The discussion delves into the Pygmalion effect, the importance of inclusion, and practical strategies for fostering diverse leadership environments. Dr. Johnson emphasizes the need for organizations to recognize the value of different perspectives and the importance of developing leadership skills across all genders.
Dr. Johnson is the Director of the University of Colorado Boulder’s Center for Leadership and an Associate Professor in the Leeds School of Business. She has published numerous scientific papers on leadership and is the author of the Wall Street Journal Best Seller, Inclusify: The Power of Uniqueness and Belonging to Build Innovative Teams.
Key concepts in this episode include gender in leadership, leadership styles, Pygmalion effect, inclusion, gender equity, leadership development, perceptions of leadership, selection bias, women in leadership, and leadership effectiveness.
 
Key Takeaways
- There are minimal differences in leadership styles between genders.
- Perceptions of leadership often overshadow actual differences in behavior.
- The Pygmalion effect illustrates how expectations influence performance.
- Women face greater scrutiny and expectations in leadership roles.
- Selection bias affects who gets promoted into leadership positions.
- Leadership can be learned and developed over time.
- Inclusion leads to better outcomes in organizations.
- Diverse teams are more innovative and effective.
- Expectations for female leaders can be a double-edged sword.
- Building relationships is crucial for effective leadership.
 
Sound Bites
"There's really very little difference in how men and women lead."
"We believe there's a big difference."
"People behave as we expect them to behave."
 
Key References:
Johnson, S. K. (2020). Inclusify: The power of uniqueness and belonging to build innovative teams. New York: HarperBusiness.
Gender has little to no relationship with leadership style and effectiveness
Dobbins, G. H., & Platz, S. J. (1986). Sex differences in leadership: How real are they? Academy of Management Review, 11, 118-127.
Kaiser, R. B., & Wallace, W. T. (2016). Gender bias and substantive differences in ratings of leadership behavior: Toward a new narrative. Consulting Psychology Journal: Practice and Research, 68, 72-98.
Powell, G. N. (1990). One more time: Do female and male managers differ? Academy of Management Executive, 4, 68-75.
van Engen, M. L., van der Leeden, R., Willemsen, T. M. (2001). Gender, context and leadership styles: A field study. Journal of Occupational and Organizational Psychology, 74, 581-598.

Men and women are equally effective, but are more effective in leadership roles congruent with their gender
Eagly, A. H., Karau, S. J., Makhijani, M. G. (1995). Gender and the effectiveness of leaders: A meta-analysis. Psychological Bulletin, 117, 125-145.

Women are viewed as better leaders
Zenger, J., & Folkman, J. (2012). Are women better leaders than men? Harvard Business Review. https://hbr.org/2012/03/a-study-in-leadership-women-do
Zenger, J., & Folkman, J. (2019). Research: Women score higher than men in most leadership skills. Harvard Business Review. https://hbr.org/2019/06/research-women-score-higher-than-men-in-most-leadership-skills

Women lead in a more democratic or participative manner
Eagly, A. H., & Johnson, B. T. (1990). Gender and leadership style: A meta-analysis. Psychological Bulletin, 108, 233-256.
van Engen, M., & Willemsen, T. M. (2004). Sex and leadership styles: A meta-analysis of research published in the 1990s. Psychological Reports, 94, 3-18.

Women tend to emphasize social values that promote others’ welfare to a greater extent than men
Schwarz, S. H., & Rubel, T. (2005). Sex differences in value priorities: Cross-cultural and multimethod studies. Journal of Personality and Social Psychology, 89, 1010-1028.

Women tend to be more transformational than men
Eagly, A. H., Johannesen-Schmidt, M. C., van Engen, M. (2003). Transformational, transactional, and laissez-faire leadership styles: A meta-analysis comparing women and men. Psychological Bulletin, 129, 569-591.

 
 

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