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The present study aims at contributing to the knowledge of organizational communication and cross‐cultural leadership by examining the relationship between cultural values and expected female leadership styles in non‐profit organizations in Taiwan and the US.

In total, 307 Rotarians in Taiwan and the US completed a survey meant to reveal their cultural values and expected female leadership styles. In addition, the method of semi‐structured interviews was used to raise the participants' consciousness of and critical reflections upon social practices regarding female leadership.

The research results are threefold. First, among the three major leadership styles, Rotarians in both countries expect female leaders to display transformational leadership. Second, laissez‐faire leadership style can be better explained by the variables of cultural values and country than transformational and transactional leadership styles. Finally, to successfully confront gender discrimination, female leaders need to oftentimes behave much more progressively and actively and sometimes make necessary compromises of their female qualities to overcome the barriers just like climbing over the Himalayas.

The research findings imply that national culture is not the only factor to account for the expected female leadership styles. Future studies of leadership concepts and styles should include more variables such as organizational culture, political system, language, and feminine or masculine characteristics. Based on the results, the so‐called “glass‐ceiling effects” have been broken bit by bit; yet, female leaders still need to “climb over the Himalayas” and pass through a tortuous, demanding, and exhausting path in order to move upward.

As the first study of its kind, this study has filled the gap by expanding leadership studies to cross‐cultural contexts, thus contributing to the body of human knowledge of cross‐cultural leadership in non‐profit organizations of Rotary Clubs.

The purpose of this study is to empirically explore the perceptions of leader effectiveness and preference on gender and leadership style.

The interaction between authoritarian and participative leadership style and gender roles was examined for effectiveness and preference using video samples of dramatized leaders.

The results showed that although subjects found participatory leaders to be more effective and also preferred such a style over authoritarian leaders, male leaders were rated to be more effective and more preferred over female leaders. Women leaders who go against their gender stereotype were perceived as even less effective and less preferred than male leaders who exhibited the same style that was identified as a more masculine style.

The results suggest that women leaders continue to face challenges overcoming both sexual bias and stereotypes. Women leaders, regardless of style, face an uphill battle in terms of perceptions of effectiveness and preference regardless of who their followers might be. In addition, women leaders who go against the typical gender stereotype might be penalized even more.

Despite making progress on gender equity, the study demonstrated the continuing existence of sexual stereotyping and bias in people’s perceptions, even with “younger” subjects. Thus, we need to maintain our focus on actively changing the rules of the workplace (e.g. a recent Harvard Business School experiment) and changing the status quo. Until we level the playing field, we need to continue to play an active role in creating an organizational culture and shaping an environment that is fair and equitable.

This paper highlights the current status of gender bias and stereotyping using an innovative methodology of video case studies. The results also highlight the persistence of gender bias and stereotype even in a “neutral” setting with the younger subjects. In addition, the paper empirically demonstrates the double standards women often face in the workplace. Women leaders have often been expected to demonstrate more masculine traits at workplace (as exhibited by the authoritarian style), but when they do, they are penalized for acting out of their gender role.

The purpose of this study is investigating the influence of leadership on work engagement. The definition of leadership is primarily couched in culturally masculine terms (and known as an agentic leadership style) that disfavours women, who are often perceived as being communal leaders who are compassionate and humble. The research gap addressed is whether communal and agentic leadership styles of female leaders have positive associations with work engagement.

A quantitative study was undertaken by applying purposive non-probability sampling and using an online survey with screening questions to ensure the respondent reported to a senior female manager. The survey consisted of reliable and valid Likert scales: agentic and communal leadership styles were assessed using the Agency-Communion-Inventory (AC-IN) scale with 20 questions and the Utrecht Work Engagement Scale (UWES-9) with three sub-scales: vigour, dedication and absorption. The 153 usable responses in this study were used to conduct validity and reliability tests and to apply multiple regression to test associations.

Both agentic and communal leadership have a positive impact on work engagement when exhibited by a female. Although agentic leadership had an influence on all the elements of work engagement, communal leadership had a far stronger impact.

Female managers with communal leadership styles need to realise that they have more influence on their employees’ emotional, physical and cognitive connections to their work than female managers with agentic leadership styles. Those with agentic leadership styles need to exhibit a communal style as well, so as to enhance the influence they have on their employees’ work engagement.

Maintains that women in the USA have much more leadership chances, less harassment and more respect from subordinates than Japanese women (who live in a male‐dominated world), who are reluctant to make decisions or take risks without consultations. Observes that women from Taiwan seem to have a much more transactional leadership style – taking risks and making rapid decisions. Discusses, in great detail, using extensive research via a multiple‐item scale to measure each item and lays out the results using figures and tables with great detail. Concludes with full results of the study and what they mean.

This paper aims to explore the position of women in the communication management sector in Spain from their own experiences. The study examines female communication and leadership styles, emphasising the cost of leadership in which they are leaders or led.

This study used a qualitative methodology based on in-depth interviews with 22 women actively working in top companies and agencies: female communication directors, female employees with a female leader and female employees with a male leader. Data were analysed through thematic analysis.

Results show mixed communication and leadership styles. In addition, the high level of self-demand of female communication managers stands out, making it challenging to achieve a work-life balance and the implementation of successful role models.

Exploring the factors of female leadership remains necessary to understand and make their situation in various industries and positions visible. It also helps remove barriers to leadership, guide organisations in addressing gender discrimination issues and develop mechanisms for the internal promotion of female professionals.

To the best of authors' knowledge, this is the first study exploring the leadership and communication styles of women in the Spanish Public Relations (PR) and communication management industries. It also highlights the aspects influencing the cost of leadership.

IT security compliance is critical to the organization’s success, and such compliance depends largely on IT leadership. Considering the prevalence of unconscious gender biases and stereotyping at the workplace and growing female leadership in IT, the authors examine how the internalization of stereotype beliefs, in the form of the employee’s gender, impacts the relationships between leadership characteristics and IT security compliance intentions.

A controlled experiment using eight different vignettes manipulating Chief Information Officer (CIO) gender (male/female), Information Technology (IT) expertise (low/high) and leadership style (transactional/transformational) was designed in Qualtrics. Data were gathered from MTurk workers from all over the US.

The findings suggest that both CIOs' and employees' gender play an important role in how IT leadership characteristics – perceived expertise and leadership style – influence the employees' intentions and reactance to comply with CIO security recommendations.

This study's findings enrich the security literature by examining the role of leadership styles on reactance and compliance intentions. They also provide important theoretical implications based on gender stereotype theory alone: First, the glass ceiling effects can be witnessed in how men and women employees demonstrate prejudice against women CIO leaders through their reliance on perceived quadratic CIO IT expertise in forming compliance intentions. Secondly, this study's findings related to gender role internalization show men and women have a prejudice against gender-incongruent roles wherein women employees are least resistive to transactional male CIOs, and men employees are less inclined to comply with transactional female CIOs confirm the findings related to gender internationalization from Hentschel et al. (2019).

This study highlights the significance of organizations and individuals actively promoting gender equality and fostering environments that recognize women's achievements. It also underscores the importance of educating men and women about the societal implications of stereotyping gender roles that go beyond the organizational setting. This research demonstrates that a continued effort is required to eradicate biases stemming from gender stereotypes and foster social inclusion. Such efforts can positively influence how upcoming IT leaders and employees internalize gender-related factors when shaping their identities.

This study shows that more work needs to be done to eliminate gender stereotype biases and promote social inclusion to positively impact how future IT leaders and employees shape their identities through internalization.

This study redefines the concept of “sticky floors” to explain how subordinates can hinder and undermine female leaders, thereby contributing to the glass ceiling effect. In addition, the study elucidates how gender roles shape employees' responses to different leadership styles through gender stereotyping and internalization.

The results of this study suggest that self‐reported leadership styles of female accountants differ somewhat from the leadership styles reported by male accountants. Females are more likely than males to indicate that they use an interactive style of management called transformational leadership. This leadership style was found to be correlated with several management skills associated with success. Female accountants reported somewhat higher perceived effectiveness on two of these management skills: coaching and developing and communicating. The findings also suggest that female accountants receive more developmental opportunities than do their male colleagues.

Female leader is a major topic in the male of today that’s hardly getting attention. World today needs women in more positions of leadership. Today’s organizations need effective and agile leaders who understand the complexities of the rapidly changing global environment. This situation requires urgent attention as the world needs female as well as male characteristics to address global issues. Women represent half of the modern world’s abilities and population. They are important for economic and social prosperity for the world. Women carry a viewpoint that respects not only competitiveness but also organizational and team cooperation. Their female ideals are a functioning structure of new, cooperative and open economy. Eventually, the leadership of women will not only boost business, family and culture, but also the environment that will become more prosperous and peaceful as a result. In today’s modern world many researches are conducted on global, social and cultural forces, such as globalization, e-commerce, changing markets, the spread of technology and the need for teamwork, alliances and partnerships, show a high need for women leaders. But what is the role and leadership style of female leaders here? In this context, the purpose of this study is to discuss the leadership styles and what kind of leadership style female managers exhibit in line with the literature. The research showed that female managers have more agile leadership qualities and the authors suggested that female leaders should be brought forward for the opportunity to lead others toward a better future.

As of 2007, there were an estimated 10.4 million businesses in the United States that were owned and operated by women. The number of women-owned firms has continued to grow at around twice the rate of all firms for the past two decades (Center for Women℉s Business Research, 2008). On the other hand, women comprise only 15.4 percent of corporate officers in Fortune 500 companies (Catalyst, 2007b) and, in 2003, held only 14.8 percent of board seats in the Fortune 500 (Catalyst, 2007a).To better understand the glass ceiling faced by both female entrepreneurs and women leaders, the research on women℉s issues is examined from a number of different vantage points. Women℉s entrepreneurship and women℉s leadership research on leadership, decision-making, and gender differences was examined to discover commonalities. Then female single-sex education literature was reviewed for insights on developmental issues that might influence future women entrepreneurs and leaders. In this exploration of research, it was found that both women entrepreneurs and women leaders in the corporate environment tend toward the same leadership styles and ways of interacting with others; they also experience a lack of role models and possible lack of self-efficacy.The literature on single-sex education provides observations that young women may thrive in environments in which there are fewer male competitors, hold less stereotyped views on gender, hold higher aspirations, may have greater opportunities for training of leadership skills, and may have increased self-confidence that may be the result of exposure to successful women role models. Implications for future research are explored and suggestions are provided to meet the needs of developing women entrepreneurs.

The focus of this paper is on the effects of transformational/charismatic leadership and feedback on the occupational self‐efficacy (OCCSEFF) of male and female managers. Given that transformational/charismatic leadership fits the female role better than other leadership styles, it seems likely that female leaders benefit from leading transformationally. However, the feedback they receive may not reflect their actual leadership behaviour and, thus, transformational leadership may not enhance female leaders’ self‐efficacy.

The results of three different studies are reported.

Results indicate that women prefer charismatic leadership and that charismatic leadership is rated more female than male. The feedback female and male leaders receive, however, does not differ. There is a moderating effect of gender on the relationship between individualized consideration and OCCSEFF but none on the relationship between feedback and OCCSEFF.

Sample sizes are in part relatively small.

Female leaders seem not to gain from leading transformationally. More feedback in that direction may help to overcome this problem.

This paper contributes to the discussion of female leadership. In contrast to other work, it highlights the consequences for women themselves.