Leadership and gender advantage

TLDR: In this paper, claims of comparative gender advantage in the area of leadership are critiqued, and the findings from research on sex/gender differences in social behavior and leader effectiveness are reviewed.

Abstract: Claims of “gender advantage” in the area of leadership are critiqued, and the findings from research on sex/gender differences in social behavior and leader effectiveness are reviewed. Meta-analytic studies that have considered sex differences in leadership are examined with respect to both leader behavior and leader effectiveness. It is concluded that claims of comparative gender advantage, based on stereotypic reasoning, are overstated. Recent research on gender similarity is highlighted with recognition that a “fine-grained” analytic approach is critical. Plus, the usefulness of including temporal dimensions and perceived leader tolerance of demographic differences is suggested. Additional attention is given to research indicating that gender stereotypic descriptive tendencies arise when men and women are asked to describe behaviors for imaginary others or to describe their own actions after the passage of time. Literature that pertains to whether females and males differ in effectiveness as followers is also reviewed. Finally, an agenda is outlined for future gender research on aspects of leadership and followership.