國立虎尾科技大學 |

Gender Role Identity : = A Predictor of Leadership Effectiveness Among Women.

Record Type:	Language materials, manuscript : Monograph/item
Title/Author:	Gender Role Identity :/
Reminder of title:	A Predictor of Leadership Effectiveness Among Women.
Author:	Dickens, Alison N.
Description:	1 online resource (150 pages)
Notes:	Source: Dissertation Abstracts International, Volume: 79-02(E), Section: A.
Contained By:	Dissertation Abstracts International79-02A(E).
Subject:	Educational leadership. -
Online resource:	click for full text (PQDT)
ISBN:	9780355339208

Gender Role Identity : = A Predictor of Leadership Effectiveness Among Women.
Dickens, Alison N.

Gender Role Identity :A Predictor of Leadership Effectiveness Among Women. - 1 online resource (150 pages)

Source: Dissertation Abstracts International, Volume: 79-02(E), Section: A.

Thesis (Ed.D.)

Includes bibliographical references

The underrepresentation of women in executive leadership roles may result not only from gender stereotypes faced by women in the workplace but also from women's perceptions of their own gender-role identity and effectiveness as leaders. These invisible barriers, in many instances, lead to female leaders' perceived incongruity between the gender role and leader role of females. This incongruity may be hindering women in their effectiveness as leaders. The purpose of this quantitative, correlational study was twofold: (a) to evaluate the relationship between self-perceived feminine and masculine gender-role identities and self-perceived leadership effectiveness among female leaders and (b) to explore the extent to which self-perceived feminine and masculine gender-role identities interact in their effect on self-perceived effective leadership among the same population. A sample of 218 female leaders within U.S. organizations in business, nonprofit, and educational sectors at the level of middle management or higher was recruited through the Internet. An online survey, consisting of the Masculine and Feminine subscales of the Bem Sex Role Inventory and the Effectiveness subscale of the Multifactor Leadership Questionnaire, was used to collect data. The results indicated a statistically significant medium positive correlation between self-perceived masculine gender-role identity and self-perceived leadership effectiveness. Pearson's correlation coefficient revealed the significance with p < .01. The results indicated no significant correlation between self-perceived feminine gender-role identity and self-perceived leadership effectiveness, with p = .254. Lastly, the results showed that there was not a statistically significant interaction between effects of self-perceived feminine gender-role identity and self-perceived masculine gender-role identity on self-perceived leadership effectiveness. The effect of self-perceived masculine gender-role identity on self-perceived leadership effectiveness remained relatively consistent across all levels of self-perceived feminine gender-role identity. Future research on the role that gender role stereotypes and the blending of feminine and masculine behavior types play in the interaction between self-perceived feminine and masculine gender-role identities in their effect on self-perceived leadership effectiveness might lead to women overcoming the leadership barriers and gender stereotypes that exist.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2018

Mode of access: World Wide Web

ISBN: 9780355339208Subjects--Topical Terms:

585508
Educational leadership.
Index Terms--Genre/Form:

554714
Electronic books.

Gender Role Identity : = A Predictor of Leadership Effectiveness Among Women.
LDR:03793ntm a2200361Ki 4500 001 911449
005 20180529084352.5
006 m o u
007 cr mn||||a|a||
008 190606s2017 xx obm 000 0 eng d
020 $a 9780355339208
035 $a (MiAaPQ)AAI10619388
035 $a (MiAaPQ)northcentral:12232
035 $a AAI10619388
040 $a MiAaPQ $b eng $c MiAaPQ
099 $a TUL $f hyy $c available through World Wide Web
100 1 $a Dickens, Alison N. $3 1183273
245 1 0 $a Gender Role Identity : $b A Predictor of Leadership Effectiveness Among Women.
264 0 $c 2017
300 $a 1 online resource (150 pages)
336 $a text $b txt $2 rdacontent
337 $a computer $b c $2 rdamedia
338 $a online resource $b cr $2 rdacarrier
500 $a Source: Dissertation Abstracts International, Volume: 79-02(E), Section: A.
500 $a Adviser: Jennifer Mathes.
502 $a Thesis (Ed.D.) $c Northcentral University $d 2017.
504 $a Includes bibliographical references
520 $a The underrepresentation of women in executive leadership roles may result not only from gender stereotypes faced by women in the workplace but also from women's perceptions of their own gender-role identity and effectiveness as leaders. These invisible barriers, in many instances, lead to female leaders' perceived incongruity between the gender role and leader role of females. This incongruity may be hindering women in their effectiveness as leaders. The purpose of this quantitative, correlational study was twofold: (a) to evaluate the relationship between self-perceived feminine and masculine gender-role identities and self-perceived leadership effectiveness among female leaders and (b) to explore the extent to which self-perceived feminine and masculine gender-role identities interact in their effect on self-perceived effective leadership among the same population. A sample of 218 female leaders within U.S. organizations in business, nonprofit, and educational sectors at the level of middle management or higher was recruited through the Internet. An online survey, consisting of the Masculine and Feminine subscales of the Bem Sex Role Inventory and the Effectiveness subscale of the Multifactor Leadership Questionnaire, was used to collect data. The results indicated a statistically significant medium positive correlation between self-perceived masculine gender-role identity and self-perceived leadership effectiveness. Pearson's correlation coefficient revealed the significance with p < .01. The results indicated no significant correlation between self-perceived feminine gender-role identity and self-perceived leadership effectiveness, with p = .254. Lastly, the results showed that there was not a statistically significant interaction between effects of self-perceived feminine gender-role identity and self-perceived masculine gender-role identity on self-perceived leadership effectiveness. The effect of self-perceived masculine gender-role identity on self-perceived leadership effectiveness remained relatively consistent across all levels of self-perceived feminine gender-role identity. Future research on the role that gender role stereotypes and the blending of feminine and masculine behavior types play in the interaction between self-perceived feminine and masculine gender-role identities in their effect on self-perceived leadership effectiveness might lead to women overcoming the leadership barriers and gender stereotypes that exist.
533 $a Electronic reproduction. $b Ann Arbor, Mich. : $c ProQuest, $d 2018
538 $a Mode of access: World Wide Web
650 4 $a Educational leadership. $3 585508
650 4 $a Gender studies. $3 1179195
650 4 $a Women's studies. $3 572871
655 7 $a Electronic books. $2 local $3 554714
690 $a 0449
690 $a 0733
690 $a 0453
710 2 $a ProQuest Information and Learning Co. $3 1178819
710 2 $a Northcentral University. $b Education. $3 1148427
773 0 $t Dissertation Abstracts International $g 79-02A(E).
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=10619388 $z click for full text (PQDT)