Open AccessExamining Gender Effects on Leadership among Future Managers: Comparing Hofstede’s Masculine vs. Feminine Countries*
Author(s) -
Kais Gannouni,
Lovanirina RamboarisonLalao
Publication year - 2020
Publication title -
management international
Language(s) - English
Resource type - Journals
eISSN - 1918-9222
pISSN - 1206-1697
DOI - 10.7202/1068534ar
Subject(s) - femininity , masculinity , hofstede's cultural dimensions theory , gender identity , psychology , identity (music) , social psychology , uncertainty avoidance , gender studies , sociology , political science , physics , individualism , acoustics , law , collectivism
This article examines biological gender and gender-role identity effects on self-perceived leadership among 371 future managers, and compares cultural differences linked to Hofstede’s masculine versus feminine countries of origin. The results showed no significant differences in leadership between males and females. For males, masculinity and femininity both correlate with leadership. This is not the case for females. In masculine-cultured countries, masculinity is significantly higher for males, and the results showed a significant correlation between masculinity and leadership. Conversely, in feminine-cultured countries, femininity is higher for females, with a significant correlation between femininity and leadership. Implications of our results are discussed.