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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 deal with the attitudes towards women as managers, and the leadership style that women managers adopt. By replicating a study that was conducted in 1990, it is intended to explore how things have changed during the last 15 years, in terms of attitudes towards women in management, as well as in terms of the leadership style that each gender tends to apply at work.

A longitudinal survey, first run in 1990 and repeated in 2006, with a similar to the original sample of 229 Greek middle managers. Three very popular research scales are used to study the phenomenon: the women as managers scale, the satisfaction with the supervisor and the Likert four types of leadership styles.

The 2006 initial findings indicate greater presence of women in managerial positions, and relatively stable attitudes towards women as managers. Satisfaction with supervisor does not appear to be significantly correlated with the managers' gender, while, at the same time, no significant difference appears to exist between the leadership styles that male and female managers adopt.

This research is unique in drawing on cross‐time, large pool of data, to support the existence of persisting effects in the attitudes towards women as managers, as well as the effect of gender on the satisfaction with supervisor.

Traditionally, the differences between men and women have been used as excuses to exclude females from certain jobs. Occupational segregation is the term that has been used to describe the heavy concentrations of men and women into different jobs. For example, occupational segregation supposedly explains why men dominate managerial positions while women are often consigned to other occupations with lower pay, status, and responsibility. Specifically, Fierman (1990) reported that only nineteen of more than four thousand people (less than half of one per cent) listed as the highest paid officers and directors of the largest eight hundred public U.S. companies were women.

The purpose of this paper is to determine how men's perceptions of power distance (PD) and levels of social dominance orientation (SDO) interact to influence perceptions of women as managers in egalitarian and non‐egalitarian countries.

A team of multinational researchers distributed questionnaires composed of previously validated scales measuring SDO, PD and Attitude toward Women as Managers to US and Kuwaiti men in college. The study hypotheses were tested using hierarchical regression.

It was discovered that high levels of SDO in college men was negatively related to a favorable attitude toward women as managers in both the US and Kuwait. It was also found that perceptions of PD moderated the relationship between SDO and attitudes toward women as managers in Kuwait, but not in the USA. In addition, the interaction between PD and SDO was weaker in cultures that are more egalitarian as compared to those considered to be non‐egalitarian. The findings also suggested within‐group variance in terms of PD (i.e. Kuwait).

To the authors' knowledge, they are the first to empirically support the idea that PD interacts with SDO in influencing attitudes toward women managers in a comparison of countries with different levels of gender egalitarianism.

“Which advertisement fits reality?” asked Pamela Butler, researcher into gender communication. The top ad represents selected adjectives used to describe feminine characteristics in the Bern Sex Role Inventory (BSRI), a psychometric testing instrument, while the bottom ad represents so‐called masculine personality characteristics. The ads were adapted from Butler's advertisements for “Insurance Executives” in Self‐Assertion for Women.

Wanted: Manager Affectionate, childlike person who does not use harsh language, to head our administrative division. We want someone who is cheerful and eager to sooth hurt feelings. The position requires gullibility. This is the perfect job for the tender, yielding individual. Wanted: Manager Competitive, ambitious person with leadership ability to head our administrative division. We want someone who is dominant and self‐sufficient. The position requires strong analytical ability. This is the perfect job for a self‐reliant, independent person.

This study aims to investigate the individual factors that directly and indirectly favor (or hinder) employees’ attitudes toward women in management. Two sides of psychological ownership (PO), promotion-focused and prevention-focused PO, are studied as having a direct effect on employees’ attitudes toward women in management. Past and future temporal focuses are examined as possible antecedents to the sides of PO, and as indirectly affecting employees’ attitudes toward women in management.

Survey questionnaires were collected from 230 MBA and related program students who were currently working and enrolled in one of six different universities in Ethiopia. Confirmatory factor analysis was applied to validate all measurement scales, and structural equation modeling was used to test the study hypotheses using Mplus software.

Employees with promotion-focused PO and employees with prevention-focused PO had a favorable and unfavorable attitude, respectively, toward women in management. In addition, a future temporal focus had a significant positive effect on promotion-focused PO, and a past temporal focus had a significant positive effect on prevention-focused PO. Overall, this mediation model showed that promotion-focused PO partially mediates the relationship between future temporal focus and attitudes toward equal opportunity for women managers, whereas prevention-focused PO fully mediates the negative relationship between past temporal focus and attitudes toward women in management.

This study provides new insight for organizations by showing how employees’ temporal focus explains their side of PO and how that affects their reaction toward women in management.

A new mechanism for revealing gender inequality in organizations is introduced. Moreover, the relationship between temporal focus and PO is discovered. This study is novel in providing an understanding of the antecedent to and effect of prevention-focused PO, which are largely overlooked in extant research.

The objective of the current study was to determine if stereotypical perceptions of women as managers existed among men and women in two different cultural settings, the U.S. and Chile. Using the Women as Managers Scale (WAMS), 412 participants from the U.S. and Chile responded to questions about their perceptions of women performing managerial roles and tasks. Gender and culture effects were identified at both the multivariate and univariate levels.1 The results showed that male subjects in both cultures had more stereotypical and negative perceptions of women as managers than did female subjects, and the U.S. participants (both male and female) had more positive and less stereotypical perceptions of women as managers than the Chilean participants. Implications for research and practice in cross‐cultural and international management are discussed.

The purpose of this paper is to examine how men and women sex stereotype managerial positions and how they view women in managerial roles in Egypt and the USA, in order to provide meaningful cross‐cultural comparisons.

The study uses surveys that utilize the Schein descriptive index and the women as managers scale (WAMS) to compare perceptions on women in managerial positions in Egypt and the USA. The sample consists of 553 Egyptian and 324 American management students.

The results show that in the Egyptian sample both males and females held negative views of women managers. However, in the US sample, women held more favourable views of women managers than did their male counterparts. In the Egyptian sample the English section female students had a more positive perception of female managers than their Arabic section counterparts.

The sample is limited to management students in Egypt and the USA. The Middle East includes countries with different cultures, such as Israel. About 10 percent of Egypt's population are Christians who do not necessarily share the same cultural beliefs as the country's Muslim majority.

The paper helps donor countries better direct their aid programs when it comes to promoting gender equality and championing women's rights in the Middle East.

Our contribution was to study the perceptions of female leaders in Egypt, an Arab, Muslim, Middle Eastern country. The gender research on countries with conservative cultures, such as Egypt, is an area that remains mostly unexamined. Our study aims to provide researchers and practitioners with a better understanding of the position of Egyptian women in management.

This study aims to investigate the United Arab Emirates (UAE) society's attitudes towards women managers held by a sample of 186 participants.

The subjects completed the newly developed multidimensional aversion to women who work scale (MAWWWS). The study validates the scale in an Arab non‐Western context.

The results reveal that UAE students have significantly different attitudes towards women managers from those of the older generations. There are significant differences between males' and females' perceptions of women's roles and participation in society. The study predicts that modernity may diminish patriarchal attitudes towards women managers in the Arab world.

This study has provided some insights into the factors associated with attitudes towards women managers in the UAE. This research contributes to the literature on cross‐cultural studies by systematically assessing the attitudes towards women managers in the UAE.