An Analysis of Women’s Leadership Styles: How They Shape Subordinate Perceptions of Female Leaders

Celina Kreidy, Laura Vernon


Past empirical data has shown that women in leadership positions, who demonstrate leadership styles that diverge from societally prescribed gender roles, tend to be perceived as “unlikable” (Eagly, Makhijani & Klonsky, 1992; Williams & Tiedens, 2016). Although this phenomenon is well documented in the research on women and leadership, studies reported mixed results on which factors, such as leadership style, affect the likability of women in leadership (Eagly & Karau, 2002; Elsesser & Lever, 2011; Kaiser & Wallace, 2016). The current paper will examine which styles of leadership, if any, create a gender bias against female leaders and how much leadership style influences subordinate perceptions, negative and positive, of female leaders.


leadership; leadership style; gender roles; gender bias;

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