Leadership Style and Gender: A Study of Spanish Cooperatives
Abstract
:1. Introduction
2. Theoretical Review
2.1. Cooperatives and Leadership Style
2.2. Leadership Styles According to Gender
2.3. Perception of Leadership Styles According to Management Team Composition
3. Methodology
3.1. Sample
3.2. Variables and Data Analysis
4. Results
4.1. Influence of the Composition of the Management Team on Leadership Style
4.2. The Influence of Management Team Composition in the Development of Leadership Style Components
5. Discussion
6. Conclusions
Author Contributions
Funding
Conflicts of Interest
References
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Leadership | Component | Items | Mean | |
---|---|---|---|---|
Men | Women | |||
Transformational | Idealized influence attributed (Cronbach’s α = 0.857) | 1. I make the others feel proud of working with me | 4.46 | 4.34 |
2. For the good of the group, I am willing to look beyond my own interest | 4.24 | 4.22 | ||
3. I act in a way that gains the respect of the others | 4.46 | 4.37 | ||
4. I appear confident and sure of myself | 4.38 | 4.50 | ||
AVERAGE | 4.35 | 4.29 | ||
Idealized influence behavior (Cronbach’s α = 0.802) | 5. I express my most important values and beliefs | 4.38 | 4.38 | |
6. I believe it is important to have a clear objective in actions taken | 4.67 | 4.58 | ||
7. I keep the moral and ethical consequences of the decisions I make in mind | 4.56 | 4.43 | ||
8. I emphasize the importance of having a shared mission | 4.42 | 4.33 | ||
AVERAGE | 4.48 | 4.41 | ||
Inspirational motivation (Cronbach’s α = 0.915) | 9. I try to envision the future in an optimistic way | 4.25 | 4.30 | |
10. I speak enthusiastically about goals to reach | 4.30 | 4.20 | ||
11. I create a motivating vision of the future | 4.24 | 4.35 | ||
12. I express confidence that goals will be reached | 4.27 | 4.33 | ||
AVERAGE | 4.23 | 4.26 | ||
Intellectual stimulation (Cronbach’s α = 0.853) | 13. I usually evaluate beliefs and assumptions critically to see if they are appropriate | 4.15 | 4.15 | |
14. When solving problems, I try to consider them in different ways | 4.13 | 4.18 | ||
15. I help others to look at problems from different points of view | 4.31 | 4.17 | ||
16. I suggest new ways of working to others | 4.19 | 4.27 | ||
AVERAGE | 4.15 | 4.21 | ||
Individualized consideration (Cronbach’s α = 0.811) | 17. I spend time teaching and guiding | 4.19 | 4.00 | |
18. I treat the others as individuals, not only as members of a group | 4.57 | 4.63 | ||
19. I believe each person has unique needs, abilities, and aspirations | 4.24 | 4.32 | ||
20. I help the others develop their strengths | 4.28 | 4.22 | ||
AVERAGE | 4.33 | 4.40 | ||
Transactional | Contingent reward (Cronbach’s α = 0.876) | 1. I help the others as long as they make an effort | 4.24 | 4.41 |
2. I clarify and specify the responsibility of each one to achieve their objectives | 4.37 | 4.32 | ||
3. I make it clear what each one will receive if they reach their goals | 3.98 | 3.95 | ||
4. I express my satisfaction when others achieve what is expected of them | 4.37 | 4.32 | ||
AVERAGE | 4.24 | 4.25 | ||
Management by exception (Cronbach’s α = 0.869) | 5. I try to pay attention to the errors and departures from required standards | 4.13 | 4.33 | |
6. I pay all my attention to errors, complaints, and mistakes, and their handling | 4.27 | 4.13 | ||
7. I monitor all the errors that have occurred | 4.15 | 4.23 | ||
8. I direct my attention to failures or errors in order to achieve standards | 4.00 | 4.18 | ||
AVERAGE | 4.24 | 4.21 |
Variable | Total | Men | Women |
---|---|---|---|
Transformational Leadership | 4.30 | 4.30 | 4.31 |
Idealized influence attributed | 4.33 | 4.35 | 4.29 |
Idealized influence behavior | 4.45 | 4.48 | 4.41 |
Inspirational motivation | 4.24 | 4.23 | 4.26 |
Intellectual stimulation | 4.17 | 4.15 | 4.21 |
Individualized consideration | 4.36 | 4.33 | 4.40 |
Transactional leadership | 4.24 | 4.24 | 4.23 |
Contingent reward | 4.24 | 4.24 | 4.25 |
Management by exception | 4.23 | 4.24 | 4.21 |
Transformational Leadership | ||||
---|---|---|---|---|
Management Team | Average | Management Team | Average | ANOVA Test |
Female Team | 4.61 | Mixed Male Team with Female President | 3.74 | 0.871 ** (0.023) |
Mixed Female Team with Male President | 4.48 | Mixed Male Team with Female President | 3.74 | 0.742 * (0.082) |
Male Team | 4.54 | Mixed Male Team with Female President | 3.74 | 0.800 ** (0.047) |
Transactional Leadership | ||||
Management team | Average | Management team | Average | ANOVA test |
Female Team | 4.36 | Mixed Masculine Team with Female President | 3.56 | 0.802 ** (0.044) |
Leadership | Component | Management Team | Average | Management Team | Average | ANOVA Test |
---|---|---|---|---|---|---|
Transformational | Idealized Influence attributed | Female Team | 4.66 | Mixed Male Team with Female President | 3.66 | 1.000 ** (0.024) |
Male Team | 4.72 | Mixed Male Team with Female President | 3.66 | 1.062 ** (0.012) | ||
Idealized influence behavior | Female Team | 4.76 | Mixed Male Team with Female President | 4.00 | 0.769 ** (0.045) | |
Female Team | 4.76 | Mixed Team | 4.26 | 0.507 * (0.094) | ||
Inspirational motivation | Female Team | 4.61 | Mixed Male Team with Female President | 3.70 | 0.907 * (0.073) | |
Female Team | 4.61 | Mixed Team | 3.862 | 0.752 ** (0.018) | ||
Female Mixed Team with Male President | 4.55 | Mixed Team | 3.862 | 0.695 ** (0.042) | ||
Intellectual stimulation | Female Team | 4.56 | Mixed Male Team with Female President | 3.41 | 1.151 *** (0.008) | |
Male Team | 4.39 | Mixed Male Team with Female President | 3.41 | 0.979 ** (0.043) |
Leadership | Component | Management Team | Average | Management Team | Average | ANOVA Test |
---|---|---|---|---|---|---|
Transactional | Contingent reward | Female Team | 4.12 | Mixed Male Team with Female President | 3.37 | 0.854 * (0.083) |
Female Team | 4.12 | Mixed Team | 3.86 | 0.663 ** (0.043) | ||
Management by exception | Female Team | 4.61 | Mixed Male Team with Female President | 3.74 | 0.819 ** (0.023) | |
Mixed Female Team with Male President | 4.48 | Mixed Male Team with Female President | 3.74 | 0.742 * (0.082) | ||
Male Team | 4.54 | Mixed Male Team with Female President | 3.74 | 0.800 ** (0.047) |
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Martinez-Leon, I.M.; Olmedo-Cifuentes, I.; Martínez-Victoria, M.; Arcas-Lario, N. Leadership Style and Gender: A Study of Spanish Cooperatives. Sustainability 2020, 12, 5107. https://doi.org/10.3390/su12125107
Martinez-Leon IM, Olmedo-Cifuentes I, Martínez-Victoria M, Arcas-Lario N. Leadership Style and Gender: A Study of Spanish Cooperatives. Sustainability. 2020; 12(12):5107. https://doi.org/10.3390/su12125107
Chicago/Turabian StyleMartinez-Leon, Inocencia María, Isabel Olmedo-Cifuentes, MCarmen Martínez-Victoria, and Narciso Arcas-Lario. 2020. "Leadership Style and Gender: A Study of Spanish Cooperatives" Sustainability 12, no. 12: 5107. https://doi.org/10.3390/su12125107