| dc.description.abstract | ‘Think manager- think male’, a quote created by Schein in 1976. It’s 2020 and in the Netherlands there is a scarce number of women in managing positions compared to men. Thus, Schein’s quote still seems to dominate the so-proclaimed progressive Dutch society. This while today’s organizational structures are flexible, which calls for a leadership style that focuses on change: transformational leadership. This is a leadership style that is stereotyped as feminine. Which adds to the question ‘Why are there still so little female leaders?’. This study investigates possible answers for this gender inequality and is unique in linking gender identification as influenced by Dutch society to valued organizational outcomes. More precisely, the aim of this study is to analyze into what extent Dutch male and female leaders (N = 106) perceive themselves as stereotypical feminine, and to see how this translates to transformational leadership and two of its most valued results Leader-Member-Exchange (LMX) and Organizational citizenship behaviors (OCB’s) of employees. To investigate this an online questionnaire, consisting of items of the BSRI, MLQ Form 6-S, OCBS and LMX questionnaire, was used to gather the data. A customized template in PROCESS was used to perform a moderated-mediation analyses. A non-significant total effect was found, therefore all hypotheses are rejected. The post hoc results however are promising. One should be aware of the theoretical and methodical limitations when interpreting these results, of which not checking for multi-level effects and conflicting theories such as the tend-and-befriend theory are major ones. | |
