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

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.

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.

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

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.

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.

The purpose of this paper is to investigate differences of leadership styles of Turkish men and women managers in team‐oriented and participative leadership dimensions. In addition, the purpose of this resarch is to find out the differences of leadership styles and also the effect of pre‐managerial and managerial experiences on leadership style in a gender‐based context.

A web‐based questionnaire was used for the study. Four main hypotheses were tested by ANOVA and structural equation modeling. Research was conducted via a total of 276 managers, composed of 124 women and 152 men, employed by medium‐sized private sector companies in Turkey. The Globe Leadership scale was used in the questionnaire to measure the managers' leadership styles.

It was found that men and women managers have no differences in team‐oriented and participative leadership styles. Besides, significantly, the pre‐managerial and managerial experiences of the women managers have a bigger effect on leadership styles than those of men managers.

The sampling frame consists of only participants from medium‐sized companies; therefore the results show the opinions of women and men managers from these organizations.

Since it is better able to transfer the pre‐managerial and managerial experiences of women managers on collaborative leadership styles than those of men managers, it requires priority to be given to women managers in these conditions. Consequently, managerial positions that relate to participative and team‐oriented styles may be designed with respect to women managers' strength regarding accelerating the process.

The study adds significantly to the published body of knowledge. Its findings reflect the valuable contribution that managerial experience makes as a vital indicator for gender‐based analysis of leadership styles in Turkey.