The relationship between feminist/womanist identity and leadership styles of women managers in Turkey

Abstract

Purpose

To investigate how the perceived feminist/womanist identities of female managers in Turkey affect their leadership styles.

Design/methodology/approach

Three main constructs were used to measure the relationship between feminist and womanist identity and leadership styles: womanist identity attitude scale, feminist identity composite scale, and GLOBE leadership scale. Data were collected by web‐based survey from the 102 female managers of large‐scale private sector companies in Turkey. Results were analyzed by regression analysis.

Findings

The results of the study, gathered over a two‐month web‐based survey, show that the feminist/womanist approaches held by women influence a variety of leadership styles. While feminist approaches are inspiring and effective in team‐work, womanist approaches affect collaborative, participative, and visionary leadership styles.

Research limitations/implications

Only female managers from large‐scale companies were included in the research; therefore, the results only reflect the opinions of women from large organizations.

Practical implications

Feminist/womanist lines of thought that emerged as extensions of the women's movement have also impacted upon the executive branches of organizations. In particular, it is thought that female managers possess different leadership qualities than men, thereby constituting a separate group within an organization. It is therefore significant to note that feminist/womanist approaches influence women's leadership styles.

Originality/value

This study adds significantly to the published body of knowledge. Its findings reflect valuable contribution concerning which factors of feminism/womanism attitudes have an effect on leadership styles.

Citation

Çınar Altıntaş, F. and Hakan Altıntaş, M. (2008), "The relationship between feminist/womanist identity and leadership styles of women managers in Turkey", Gender in Management, Vol. 23 No. 3, pp. 175-193. https://doi.org/10.1108/17542410810866935

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