Leader power bases and perceived leader effectiveness: conservation of gender stereotypes

Simple item page
dc.contributor.authorDirik, D
dc.date.accessioned2024-07-18T11:39:57Z
dc.date.available2024-07-18T11:39:57Z
dc.description.abstractUsing a sample of 650 Turkish white collars, this study examines the joint effects of leader power bases, and leader's and subordinate's gender on perceived leader effectiveness. The study investigates the conditions under which a male or a female leader is perceived to be (in)effective given the use of two different bases of power. According to empirical findings, male leaders are evaluated more favorably even when they display gender-deviant leadership behavior by exercising soft power, and male subordinates' disfavor of female leaders who violate role expectations is still a continuing phenomenon.
dc.identifier.issn1046-1310
dc.identifier.other1936-4733
dc.identifier.urihttp://akademikarsiv.cbu.edu.tr:4000/handle/123456789/2037
dc.language.isoEnglish
dc.publisherSPRINGER
dc.subjectSOCIAL POWER
dc.subjectINFLUENCE TACTICS
dc.subjectSATISFACTION
dc.subjectSTYLES
dc.subjectWORK
dc.subjectPERFORMANCE
dc.subjectFRENCH
dc.subjectPERCEPTIONS
dc.subjectMASCULINE
dc.subjectMANAGERS
dc.titleLeader power bases and perceived leader effectiveness: conservation of gender stereotypes
dc.typeArticle

Files

Collections

Web of Science Koleksiyonu