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Making Leadership Work More Effectively for Women
Author(s) -
Yoder Janice D.
Publication year - 2001
Publication title -
journal of social issues
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.618
H-Index - 122
eISSN - 1540-4560
pISSN - 0022-4537
DOI - 10.1111/0022-4537.00243
Subject(s) - legitimation , transformational leadership , empowerment , context (archaeology) , power (physics) , social psychology , psychology , public relations , sociology , gender studies , political science , politics , paleontology , physics , quantum mechanics , law , biology
This article explores strategies for enhancing women's effectiveness as leaders by first recognizing that leadership itself is gendered and is enacted within a gendered context, two themes that recur throughout this issue. These contexts exist along a continuum ranging from male‐dominated, hierarchical, performance‐oriented, power‐expressive and thus masculinized contexts at one extreme to transformational contexts that stress the empowerment of followers at the other pole. Each context suggests different strategies for making women leaders effective, emphasizing women‐specific recommendations in masculinized contexts that focus on status enhancement and the legitimation of women leaders in contrast to innovative contexts with broader task goals that prove more congenial for women, as well as men, leaders.