Gendered Leadership: The Effects of Female Development Agency Leaders on Foreign Aid Spending

This article examines the effects of gender on the leadership of bilateral development aid agencies, particularly their official development assistance (ODA) allocations toward gender‐related programming. Drawing on earlier research on gendered leadership, the article tests the hypothesis that female director generals (DGs) and ministers responsible for aid agencies will allocate more ODA than their male counterparts toward gender programming. This existing literature on gendered leadership is divided: some scholars argue that women and men have distinct leadership styles on account of their gender, while others argue that the only distinguishing factor is the institutional context in which they lead. Drawing on data collected on aid flows and agency leadership within the major Western aid donors of the Organisation for Economic Co‐operation and Development (OECD) Development Assistance Committee (DAC) over the period from 1995 through 2009, we use pooled time series analysis to examine the effects of gendered leadership on aid allocation. Our analysis reveals a tendency for female DGs and ministers to focus ODA on gender‐mainstreaming programs, while male DGs focus ODA on gender‐focused programs. We argue that these divergent priorities reflect the women's desire to reform gendered power structures within their respective aid agencies, and the men's desire to maintain existing gender power structures from which they benefit.     

Leadership,Gender and Sense‐making

This article examines the nature of sense‐making processes in teams and considers the extent to which leadership as a sense‐making process is impacted by gender. We conducted an in‐depth inquiry into the decision‐making behaviour of two single‐gender teams and a third, mixed gender team, as they worked together to produce gender‐specific leadership schema in an experimental setting. Our research question was, ‘To what extent is leadership as a sense‐making process impacted by gender?’ The article reports on the design, conduct and outcomes of this research project. We found that using a meeting as part of the research method created a specific instance of a gendered organizational context exerting a dominant and directive influence on individual and collective behaviour. The current trend toward team‐based leadership is likely to involve more meetings with increasing numbers of women in senior positions. This suggests to us that men and women need to be alert to the possibility that the gendered nature of meetings may be acting as a barrier to the expression of feminine forms of leadership.     

The We-Lead Model for Bridging the Low-Income Community Leadership Skills-Practice Gap

There are several community leadership development programs that devote tremendous resources to help improve the vitality and wealth of individuals and communities through the development of local leadership capacities. One great challenge is that these programs fail to coordinate existing community resources to create opportunities to engage program graduates. This article interrogates the effectiveness of leadership development programs in creating opportunities for engagement. Expanding on U-Lead model, the article proposes a WE-Lead model that can bridge the skills-practice gap by emphasizing the importance of aligning community leadership development programs with community needs through building community coordinated coalitions.     

Resistance Is Not Futile: Liberating Captain Janeway from the Masculine‐Feminine Dualism of Leadership

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Evaluating positive leadership: pilot study on the psychometric properties of a reduced version of the Positive Leadership Assessment Scale / Evaluando el liderazgo positivo: estudio piloto de las propiedades psicométricas de una versión reducida del Positive Leadership Assessment Scale

Positive leadership is considered a fundamental factor which contributes significantly to the development of healthy organizations. Positive leadership has been address via other leadership models, primarily transformational and authentic leadership, with which some affinities have been established. Although there is a large body of literature on positive leadership, especially related to its practical aspects, the construct is not properly delimited and there are only a few relevant contributions on how to measure it. The purpose of this paper is to conduct a pilot study to examine the psychometric properties of a reduced version of the PLAS (Positive Leadership Assessment Scale). Results from a confirmatory factorial analysis show that a five-correlated factors model achieves a good fit with the empirical data (on a sample of Spanish students). Likewise, this study also offers a range of evidence of validity, showing a relationship with the constructs of both transformational and authentic leadership and engagement.     

Masculinity as a Gendered Form of Desire: Laplanche and Enigmatic Seduction

Laplanche’s formulation of primal seduction and afterwardsness is employed to theorize masculinity as a gendered form of desire. This formulation is grounded in the notion that gender, sexed difference, and Freudian sexuality are complexly interrelated and mutually determined, forming gendered desire and desirous gender. With Laplanche, identification with a gendered other is understood to be preceded by identification by the other. Masculinity is in this instance constituted by how one translates and retranslates the enigmatic signifiers inscribed by the address of adult caregivers, and by how the untranslated remains of that address inspire and animate the performance of gender. Primal seduction is here further employed, in extended form, to explore and augment understandings of the intergenerational transmission of masculinities through paternal seduction. Masculinities are in this articulation considered to emerge in relation to the vulnerabilities associated with the experience of the enigmatic within relations of power, in the tensions between subjectivity and subjectification. The article privileges the enigmatic, unrepresented experiences of being, and the otherness of self, and while I attempt to apprehend these understandings through the presentation of case material, I do so to demonstrate that the enigmatic is, by definition, elusive and indeterminate, and I invite the perspective that this problematic not be resolved.     

Co-creative Leadership: An Integrated Approach towards Transformational Leadership

The classical understanding of team leadership is extremely difficult to sustain in times when complexity and dynamics have risen to such high levels that very few individuals can assimilate them. The success of team leadership requires the ``participation of those already implicated'' in the development and implementation of a solution – and therefore in the leadership process. How can this be achieved practically? It requires a leadership approach that allows each relevant perspective to be included, in a practical way, in the development of a common position, which can then be implemented collectively. Co-creative leadership creates this possibility – a transformational leadership approach that allows an organisation as a whole to adapt to its environment.     

Re-casting shakespeare: gendered performances and performativity of leadership

The executive development courses offered jointly by the Praxis Centre of Cranfield University's School of Management and Shakespeare's Globe Theatre in the summer of 1999 and 2000 were the impulse for this article. I respond to the gendered implications of re-presenting and performing Shakespearean roles as a training guide to leadership and business success. My critical analysis adapts Lyotard's (1984) market performativity and Butler's (1990) gender performativity to pose the promise and perils of performing leadership roles based on Shakespeare's characters. This paper re-presents a performative instance of resistance to the dominant masculine metaphors that management education draws out of Shakespeare. I interrupt the play and re-cast the organizational leader and performance consultant as a moral agent who performs the service discourse of the feminine-in-management based on ‘the Other’ in Shakespeare.     

Changing generations in today's workforce: Leadership skills for Millennials

The focus of traditional leadership expectations is the individual leader's developmental experience. However, Millennials are seeking to take on leadership roles more quickly than previous generations. The Practice‐Immediacy Model provides a framework where Millennials can take on these leadership roles while continuing to develop their own behavior and skills. The present article expands on the four basic behavioral components of leadership—vision building, standard‐bearing, integrating, and developing. The article then describes the associated specific skills within each behavioral component. Finally, the article proposes an interdisciplinary model that professionals can use to develop leadership skills for Millennials.     

Organizational Resources and the Gender Gap in Congregational Lay Leadership

The purpose of this study is to examine how organizational resources affect the gender gap within lay (volunteer) leadership in religious congregations. Using institutional theory as a framework, this study situates congregations within a larger field of organizations competing for legitimacy. Congregations with higher levels of resources—such as wealthier members, better-educated members, or larger memberships—are more likely to be connected to the core of the field and therefore more likely to have gender egalitarian practices in order to signal their legitimacy. Therefore, I hypothesize that women in resource-rich congregations will have greater access to volunteer leadership positions than women in congregations that are resource deficient. I analyze 70,942 individuals in 344 religious congregations from the 2001 U.S. Congregational Life Survey using multilevel modeling. I show that religious congregations with more members, better-educated attenders, and wealthier attenders have smaller gender gaps in volunteer leadership positions. Congregational resources can mitigate the gender gap in lay leadership, and women within resource-rich organizations have greater access to positions of authority.     

Investigating the Risks of Spiritual Leadership

The spiritual leadership literature suggests that such leadership has a positive influence on organizations’ productivity and profitability as well as on employees’ enjoyment and well‐being. In a qualitative study conducted at a Swedish abbey for nuns, using interviews, observations, correspondence, and documents, this research indicates that spiritual leadership may pose negative risks to organizations and their leaders. Risks in spiritual leadership that are indicated include a culture of narrow‐mindedness and leadership rotation failure that can lead to rigidity and to the leader's work overload because of the demand for limitless empathy and for personal sacrifice. The findings should be viewed as an inspiration for further research.     

The Art of Leading and Following – A Workplace Tango

This article describes my experiences of leading a commissioned child mental health service through a process of change in my role as manager. The article uses the metaphor of the Argentine tango to conceptualize my efforts to implement leadership in my work. I look at the influence of the music, the relationship between leadership and followership, and the idea of mutual presence to draw out aspects of my experience. In so doing, I relate theory to practice and bring together various theories of leadership in a creative synthesis. The article draws away from realist notions of management theory to ask how it is that we perform leadership. It suggests that we do so by the provision of an ‘intelligible formulation’ of chaotic events. This can be reached through the reflective understanding of the nature of the work. It can also be striven toward through creative acts of ‘discernment’ of the practices of the agency. These acts are fostered through the distribution of leadership that simultaneously dissolves yet persists. The need for mutual presence is highlighted and the role of leadership outside the immediate circle of authority is examined. The use of the Argentine tango as a metaphor draws together these various strands and provides a clear conceptual framework in this autoethnographic article.     

Social Work Leadership: Identifying Core Attributes

This article argues that social work academics are educationally remiss for not defining the concepts touted as important for the profession and for our students. Through a content analysis of published literature, the author distilled five core attributes of social work leadership that underpin all other knowledge, personal, and skilled capacities. These core attributes are defined and how they have been used to date is described. This work is aspirational, and the author hopes that other academics and social work professionals may add to its thinking and application.     

Removing Macho Management: Lessons from the Field of Education

This article examines discourses of management and leadership in the light of gender inequalities in social relations and in educational administration in particular. It is argued that women's viewpoints and critiques of masculinist managerial perspectives are important in debates about alternative models of leadership. Interview data from a recent study of a group of six women working in teaching/managing positions in some primary and secondary schools in New Zealand is used to analyse a leadership style and philosophy which cuts across traditional gendered splits between private and public spheres, emotionality and rationality, teaching and administration. In this holistic approach, emphasis is placed on integrating such dichotomies through affiliation with others and power sharing. The paper concludes that such a management style must be supported and valued for the contribution it can make to improving organizational cultures and enhancing school learning and teaching environments. An original version of this paper was presented at the NZARE 13th National Conference at Knox College, Dunedin, New Zealand on 30 November 1991.     

Leadership and Gender in Public Relations: Perceived Effectiveness of Transformational and Transactional Leadership Styles

This study used a quantitative survey and qualitative focus groups to examine perceptions of leadership styles, sex differences in these perceptions, and opinions about the gendered nature of leadership in public relations. In summary, the focus group data supported survey results that indicated a strong preference for transformational leadership style over transactional leadership. However, there was also strong evidence for a preference for situational leadership. Findings are interpreted within the frameworks of public relations theory and gender theory.     

Gendered Constructions of Leadership in Danish Job Advertisements

The purpose of this article is to consider the gender imbalance at top management level from a discourse analytical perspective. More specifically, it investigates the language of 39 Danish top executive job advertisements and considers which leadership identities are projected as desirable or necessary. This is done by carrying out two interlinked studies: a semantic field analysis of the sections in the job advertisements describing the leadership traits of the ideal candidate (Study 1) and a study of MBA students' responses to extracts from the advertisements as far as gender is concerned (Study 2). Semantic field analysis reveals that all the job advertisements are gender‐biased and that most traits described in the advertisements are associated with traditional or stereotypical masculine attributes. Study 2 confirms this finding, as respondents (MBA students) assign a masculine identity to the vast majority of the extracts from the job advertisements.     

A Call for Field Coordination Leadership to Implement the Signature Pedagogy

This article presents an overview of how social work leadership skills can assist field coordinators to implement the signature pedagogy in their schools. Although this call has been made before, no other article has described specific planning steps to implement this initiative. This work fills a distinct void in the literature about this subject. The main assumptions are that (1) schools must adopt and clearly operationalize field education as their signature pedagogy and (2) field coordinators need to lead this initiative. We provide field coordinators and schools with recommendations about how to lead this important and necessary organizational paradigm shift. The article addresses social work leadership, developing a more field-centric curriculum to operationalize the signature pedagogy, shaping a school’s culture to embrace this important and required initiative, and offers suggestions to proactively plan this process.     

Developing Young Leadership Within the Ethiopian Immigrant Group in Israel

When over 8000 Ethiopian Jews fled to Israel in 1982 and 1994, whole communities were uprooted from a longstanding traditional way of life. Their abrupt introduction to a Western-style Israeli culture, different language and customs contradicted their almost mystical expectations of their religious homeland, resulted in a culture shock that threatened their entire way of life—especially the hierarchical leadership of elders that they were accustomed to. This article offers a glimpse into the Ethiopian Jews' life prior to the migration, as well as the Israeli reality they now face. Our project, initiated in 1996 and lasting one year, sought to locate and train young immigrant Ethiopian leaders to help bridge the gap between their communities and their new life-preserving Ethiopian values and traditions while promoting adaptation. This article outlines the development of the model, from the conception of the idea through the formation of the multidisciplinary team, the establishment of criteria for locating and selecting the target leadership population, the training process, and the final evaluations and conclusions during the year-long operation of the project.     

Different Pathways from Transformational Leadership to Job Satisfaction

Transformational leaders are known to inspire and motivate their followers, thereby leading to enhanced job satisfaction. Job satisfaction is an intellectual concept regarding individuals’ attitudes toward their jobs. This study asserts that the underlying mechanisms for transformational leadership to affect employee satisfaction are trust in the community, including the leader (that is, organization) and trust in the self, namely self‐efficacy. Leadership is specifically associated with continual transformations in the higher educational context, and collectivist cultures may manifest different processes underlying the transformational leadership–satisfaction relationship. This study investigated the mediating effects of trust and self‐efficacy on the relationship between transformational leadership and job satisfaction. The study sample included academicians from a nonprofit higher education institution in Turkey. The data were analyzed using structural equation modeling. The results showed that the relationship between transformational leadership and job satisfaction is fully mediated by both trust and self‐efficacy. The mediator effect of trust was shown to be stronger than self‐efficacy, which is assumed to be the result of the cultural context. The results are discussed in the context of employee satisfaction and cultural determinants of employee satisfaction.