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The paper aims to test the impact of gender‐relevant factors on professional respect for leaders.

Three determinants were analysed: gender constellation (gender match) between leaders and followers, gender‐stereotypic leadership behaviour, and followers' gender role attitudes. A field study with N₁=121 followers and their N₂=81 direct leaders from 34 German organisations was conducted. Leaders were on the lowest level of hierarchy.

The data showed that female leaders are at risk of receiving less professional respect from their followers than male leaders: male followers of female leaders had less professional respect than female followers of male leaders. Moreover, gender role discrepant female leaders (i.e. autocratic) got less respect than gender role discrepant male leaders (i.e. democratic). But no difference was found with regard to gender role congruent female (i.e. democratic) and male (i.e. autocratic) leaders. Finally, followers with traditional gender role attitudes were prone to have comparatively little professional respect for female leaders.

Future research should analyse gender‐relevant factors that influence the granting of professional respect and systematically compare these effects across branches. Furthermore, it would be interesting to see whether followers evaluate leaders from higher levels of hierarchy in the same way as our respondents did.

In order to promote women in leadership positions, followers' prejudices against female leaders should be reduced.

Field studies about the evaluation of female and male leaders explicitly considering their followers' gender role attitudes are rare. The results reflect that sexism is well and alive.

Meta‐analytic evidence exists that the numerical dominance of one gender group among employees can affect the behaviour of female and male leaders. The purpose of this paper is to hypothesis that leaders will show more transformational behaviour when they hold a minority status. Transformational behaviour might help to mitigate discrepancies between male leaders' gender and the feminine context, as well as between female leaders' gender and the masculine leadership role.

N₁=455 team members answered questionnaires about their work satisfaction and their team leaders' transformational leadership, whilst N₂=142 team leaders answered questions regarding their teams' goal fulfillment.

Female and male leaders are rated more transformational in economic sectors and working groups where they hold a minority status. The paper finds a positive interrelation between transformational leadership and followers' work satisfaction for male leaders, but not for female leaders.

Future research should compare female and male leaders from extremely gender‐typed economic sectors and from higher levels of the organisational hierarchy. This would provide evidence whether the findings could be generalised to other samples.

The findings point to the potential advantage of being a high‐transformational male leader in female‐dominated contexts. Irrespective of the numerical dominance of one gender group, followers of low‐transformational female leaders are more satisfied than those of low‐transformational male leaders.

The paper uses sector‐level (gender‐typicality of economic sectors) as well as group‐level data (gender‐composition of working groups) to account for the numerical dominance of female and male employees.

The purpose of this paper is to examine potential consequences of helping behaviors on leader and follower relationship satisfaction and transformational leadership (TFL) ratings. It is argued that follower helping behaviors can violate leaders’ and followers’ expectations of each other, and especially disadvantage male leaders because of gender-role stereotypes.

Two studies were conducted. In Study 1, data were collected from 61 dyads (25 male and 34 female supervisors, 23 male and 38 female subordinates, two participants did not disclose their gender; M _age=35.56 years, SD=10.41). In Study 2, data were collected from 125 participants (66 female and 58 male subordinates, 22 female and 25 male supervisors; 79 respondents did not disclose their gender; M _age=39.21 years, SD=11.25).

Helping behaviors were positively associated with relationship satisfaction suggesting that leaders were amenable to receiving help from followers (Study 1). However, follower helping behaviors were negatively related to TFL ratings for male but not female leaders (Study 2).

While leaders may be amenable to increased follower involvement in leadership, future research is needed to investigate followers’ openness to, and intentions behind increasing their involvement in leadership, as well as strategies for leaders to mitigate unintended consequences.

For the sake of their TFL ratings, leaders should minimize any direct benefit from follower helping behaviors, and emphasize how follower helping behaviors aid follower development and/or benefit the organization.

The findings illustrate the dual-nature of follower helping behaviors: they have the potential to enhance leader relationship satisfaction, and also compromise perceptions of TFL.

This paper aims to study how a social media influencer (SMI) endorsement affects followers’ event attitude and behavioral intentions. More importantly, it comparatively examines the role of followers’ gender in event SMI marketing effectiveness.

Based on the congruity theory of attitude change, the current study developed an integrated framework of SMI marketing. In total, 335 online surveys were collected. Partial least squares structural equation modeling and multi-group analysis were conducted to test the hypotheses.

Results show that a follower’s attitude and behavioral intentions toward the event are affected by his or her influencer attitude. The present study also finds that follower’s social media post attitude plays a mediating role. Moreover, female followers are impacted more directly by their influencer attitude, while male followers are affected more indirectly through their attitude toward the social media posts.

The current study not only extends the event literature on SMI marketing but also provides recommendations for event professionals on SMI selection.

This study examines SMI endorsement as a relatively new marketing tool in the event setting. It also is a pioneer study in testing the effect of social media followers’ gender differences.

The paper aims to clarify the multivariate effects of follower communication apprehension (CA) and demographic dissimilarity on follower perceptions of the leader–follower relationship quality (i.e. measured by leader–member exchange (LMX) theory). This study examined the possible mediating effects of follower CA on the relationship between demographic dissimilarity and LMX.

Research was collected from self-report ratings of one member of the dyad; several proactive techniques were utilized to reduce common method variance in the development and administration of the survey instrument. In total, 260 (N = 260) full-time hospitality industry employees participated in the study.

The results of this study indicate demographic dissimilarity has minimal effect on LMX and CA. However, the results indicated that follower CA was negatively related to follower perceptions of LMX quality. In addition, the results indicated that tenure working with the supervisor was negatively related to follower CA and positively related to follower perceptions of LMX quality.

Research results may lack generalizability, and causality cannot be confirmed. Future studies utilizing longitudinal designs and/or data collected from each member of the dyad may provide support for current findings.

This paper includes implications for understanding how situational characteristics influence follower CA and perceptions of LMX to encourage supervisors to increase communication with new subordinates, especially during the organizational acculturation process, thus reducing turnover. Furthermore, the significant relationship between age dissimilarity and CA offers practical implications for managing and celebrating generational differences in the workplace and bridging the gap between generations by maximizing communication between supervisors and subordinates. Communication is an essential consideration in the hospitality industry linked to creativity, relationship building and enhanced service experiences. Ultimately, this paper provides guidance for leaders to build sustainable, positive relationships with subordinates through more effective communication and build more inclusive service-based organizations.

This paper contributes to communication and leadership management practices by addressing four major problems: (1) limited research on situational characteristics that inhibit LMX quality, (2) limited research on communication variables as antecedents to LMX, (3) minimal research on the relationship between CA and LMX and (4) non-existent research on CA as a mediating variable in the relationship between demographic dissimilarity and LMX.

The purpose of this paper is to discover stereotypical beliefs of followers about female leadership and their possible outcomes in an organizational setting.

With phenomenological methodology, this study used a qualitative approach, and credible data were gathered through semi-structured interviews from the employees of the education industry of Pakistan. Stereotypical beliefs and their outcomes were extracted through thematic analysis.

The results show that female leaders are considered less fit for leadership role, which results in a reluctance in followership, the gap in communication and ineffective performance. Followers also tend to believe that women are less fit for pressure, resulting in a lack of trust and an intergroup conflict. The third stereotype that emerged from the results is that women are considered less fit for professionalism, which culminates in personal expectations, adverse effect on tasks and miscommunications.

This study is confined to the local context, and the results suggest that while female leaders are mild and a personal approach may have a positive effect on followers but in Pakistani society, they are considered less fit for an overall leadership role. Moreover, these stereotypes breed prejudgment and overshadow women’s identity as leaders. This paves the way forward for further exploratory inquiry of female leadership and the empirical test of these stereotypes and their outcomes.

This study is a standpoint for organizations, present and potential female leaders to be conscious of existing stereotypes and their dire outcomes. It can also be used in government policymaking for initiatives to mitigate these stereotypes to harvest diversity and female empowerment. The leading leadership trainers of Pakistan can also be benefited from the contextual scientific information about female leadership.

A society like that of Pakistan, which is striving to mitigate the gender inequality gap in every walk of life, needs to scientifically know the assumptions in the minds of people regarding women. The present study serves this purpose for women in a leadership capacity in an organizational setting.

This study is the first of its kind in the local context and paves the way for further research in diversity in leadership.

The purpose of this study is to explore how and when ethical leadership enhances bootlegging. To achieve this purpose, the authors proposed a moderated dual-path model in this study.

The model was tested on two related studies. Study 1 was based on three-wave, collected data from a sample of 511 employees of Chinese companies. Data used in Study 2 was collected by survey from employees and their direct leaders of multiple departments of companies in China.

In Study 1, the authors found that moral efficacy and moral identity mediate between ethical leadership and bootlegging. Findings from Study 2 provide convergent support of moral efficacy’s and moral identity’s impact on the mediation relationship between ethical leadership and bootlegging. Moreover, the results of Study 2 further reveal that the relationship between ethical leadership and moral efficacy (or moral identity) was more significant among leader–follower with different genders.

This study not only enriches the literature on ethical leadership and gender (dis)similarity, but also helps managers to better understand the function of bootlegging.

This article examines how perceived instructor leadership style mediates the students' gender‐instruction effectiveness relationship. We administered the multifactor leadership questionnaire to a convenient sample of 360 undergraduate and graduate students drawn from a mid‐west research university (USA) over two consecutive semesters. Partial mediation was indicated as students' gender discriminated perception of certain instructor leadership styles that were positively associated with instructional outcomes. However, gender itself did not discriminate instructional outcomes. Further our results showed that both female and male students converged on unfavorable assessment of instructors who exhibit passive management‐by‐exception. These instructors were perceived as ineffective, unable to draw extra effort, and unsatisfactory. Overall, the results indicated a favorable assessment of active management‐by‐exemption, contingent reward, and transformational leadership behaviors by both genders. This research therefore indicates the importance of these three leadership skills for instruction and learning effectiveness.

For many years, researchers from management, psychology, sociology, and other disciplines have studied not only the differences that gender makes in the style of managers' leadership but also how the gender of the subordinates affects their perceptions about the different behavior of male and female leaders. Those studies mostly focused on gender and constructive leadership styles, thus neglecting potential destructive aspects of leadership. Therefore, this chapter aims to understand the relationship between men and women and the observations of employees regarding the destructive leadership behaviors of both male and female managers. The results of the study, which was conducted with 130 participants who have been working under different managers, highlight several issues and interpret them in terms of the different psychological and sociological theories and models.

This paper aims to examine the relation between resonant leadership (RL) and organizational citizenship behaviors while testing for the mediation effects of followers’ resilience (FR) and gender as a moderating effect, all within the United Arab Emirates (UAE) business environment.

The paper uses cross-sectional data collected through a questionnaire from 467 employees working at various organizations in the UAE. The data were analyzed using the Statistical Package for the Social Sciences (SPSS) software. The mediating and moderating effects were tested using Preacher and Hayes’s (2008) macro models.

Results confirmed that RL positively affected employees’ organizational citizenship behaviors (OCBs). It also confirmed the mediating role of FR between RL and organizational citizenship behavior. Gender moderated the relation between RL and OCB but not between RL and FR.

Managers can use RL styles to improve workers’ resilience and OCB of employees, especially females.

It is important to understand the relation between such variables in times of crisis, such as the COVID-19 pandemic, where the relationship between the leadership style of the organizational managers and employees can greatly impact employees’ behaviors and organizational performance.