Authors: Schyns, Birgit; Sanders, Karin

Source: Women in Management Review, Volume 20, Number 7, 2005 , pp. 513-523(11)

Publisher: Emerald Group Publishing Limited

Abstract:

Purpose â-“ This study focuses on gender differences in the relationship between transformational leadership and leader's occupational self-efficacy. The aim is to explain how female and male leaders develop their self-efficacy. This knowledge is important for leaders as well as organizations (e.g. human resources departments). Design/methodology/approach â-“ A total of 58 leaders were asked to indicate their transformational leadership as well as their occupational self-efficacy, and 113 followers to indicate these leaders' transformational leadership. Hypotheses were examined using regression analyses. Findings â-“ We found no significant relationship between self-rated transformational leadership and occupational self-efficacy for women, although we did find a positive relationship for men. No interaction effect with respect to leaders' occupational self-efficacy could be found between leaders' gender and follower-rated transformational leadership. Research limitations/implications â-“ Whereas the relationship between transformational leadership and occupational self-efficacy was examined for men and women, we could not examine the processes that lead to the differences. Practical implications â-“ Knowing that female and male leaders differ in the relationship between transformational leadership and occupational self-efficacy can help organizations to seek ways to build up their occupational self-efficacy. This is especially important when considering that occupational self-efficacy is related to performance in organizations. Originality/value â-“ The paper employs both leader and follower evaluations on leaders' transformational leadership to explore the relationship between transformational leadership and occupational self-efficacy. The paper sheds light on the different processes involved in establishing occupational self-efficacy.

Keywords: Gender; Leadership; Management effectiveness

Document Type: Research article

Publication date: 2005-01-01

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