LEADERSHIP CHARACTERISTICS OF ... - Drake University

(1 997) asserted that while females scored higher on transformational
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leadership profile areas than males, the effect size of that study was small
and, therefore, offered no practical difference. Male CEOs in this study
had statistically higher passive-avoidant means than did female leaders
(Table 17); however, these findings offered no practical difference
between gender and passive-avoidant style.
These findings are consistent with ongoing research on gender
differences in leadership, which have shown a tendency toward similarity
rather than differences (van Engen, van der Leeden, & Willemsen, 2001 ).
Questions continue to arise about the organizational influences, cultural
impact, and type of industry on gender and leadership.
Gender impact on associates' extra effort, satisfaction and
effectiveness was also considered in this study. Findings revealed that
females were statistically more likely to be rated higher by their associates
in the area of satisfaction, with no difference between genders noted in the
areas of extra effort and effectiveness. The practical significance of these
findings is negligible. Since the link between transformational leadership
and extra effort, effectiveness, and satisfaction has been well-documented
in the MLQ research, it is logical that elevated scores are associated with
the transformational leadership scores of the female CEOs.
Bass and Avolio (1994), used the MLQ to analyze the leader
effectiveness, staff satisfaction, and extra effort relative to male and