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Follower perceptions of leader classroom behavior.

Article Excerpt
Abstract

The purpose of this study was to examine the effects of leader/follower gender and how gender similarities/differences impact ratings of leader behavior. In a sample of 318 undergraduates, males saw their professors as exhibiting more transactional leadership while females saw these same professors as exhibiting greater transformational leadership. Overall, female professors were rated higher in transformational leadership than were male professors who, in turn, were consistently rated higher on transactional leadership.

Introduction

As more women are employed in leadership positions, there has been an increase in research concerning gender and leadership (Vecchio, 2002) often with a focus on the transactional-transformational paradigm with attention given to gender differences (Aldoory & Toth, 2004). However, researchers caution that care should be taken not to oversimplify the factors used to conceptualize and measure leadership and note that differences between male and female leaders may not be straightforward (Antonakis, Avolio, & Sivasubramaniam, 2003). Evidence of clear-cut leadership differences between men and women remains contentious (van Engen, van der Leeden, & Willemsen, 2001). While male and female leaders have been found to be equally effective in a variety of contexts, differences in their leadership behaviors have been noted (Eagly, Karau, & Makhijani, 1995); in particular female leaders appear to use transformational leadership behaviors more often, especially individual consideration, while male leaders tend to use management-by-exception more frequently (Antonakis, Avolio, & Sivasubramaniam, 2003). This research sought to further investigate gender differences in transactional and transformational leadership styles from the perspective of the follower, or in this case the evaluation of educators, who may be seen as instructional leaders by students.

Background

Transactional leadership is generally based on exchanges between leaders and followers with an emphasis on a cost-benefit exchange process (Burns, 1978). In this type of leadership the leader specifies the performance criteria, the desired outcomes, and what the followers can expect in return. (House, Woycke & Fodor, 1988). Transactional leaders are seen as task oriented and focused on immediate results (Burns, 1978; Bass, 1997). Transactional leadership, characterized by task performance, high structure, and organizational goal attainment, is often considered masculine (van Engen, van der Leeden, & Willemsen, 2001).

Alternatively, transformational leadership involves strong personal identification with a leader, presentation of a vision of the future that can be shared (Yammarino & Bass, 1990), and motivating followers beyond original expectations (Hartog et al., 1997). Transformational leaders foster an emotional attachment that promotes inspiration beyond the immediate needs of the individual. These leaders strive to gain the trust and confidence of their subordinates and...

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