LEADERSHIP CHARACTERISTICS OF ... - Drake University

from .I 0 -21 on a 5.0 Likert scale. These results, while statistically
significant, do not represent a practical difference between male and
female CEOs.
A similar statistical analysis was run to determine the gender
differences associated with the outcome measures of rater extra effort,
satisfaction, and perceived effectiveness of the CEO. The results
reflected in Table 17 indicate that when all raters' responses were
combined satisfaction (p = ,013, c.05) was significantly associated with
female CEOs; while extra effort (p = .094, c.05) and effectiveness
(p = .055, c.05) were not statistically associated with either gender. Once
again, while statistically significant, there is little practical significance to
the differences between gender and rater perception of CEO outcomes.
Table 16
Gender Differences Related to Leadership Styles
Gender 1\11 Mean Std. Std. Error
Deviation Mean df f
-
P
--
Transformational
Leadership Female 14 3.3921 22959 .06136 44.83 2.356 .023
Male 47 3.1 774 .46188 .06737
Transactional
Leadership Female 14 2.5306 .36056 .Q9636 21.88 1.184 .I 32
Male 47 2.3578 .37115 0541 3
Passive-Avoidant
Leadership Female 14 .7658 .58702 15689 21.45 -1.131 .270
Male 47 .9683 ,58998 ,08605