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Using a sample of 650 Turkish white collars, this study examines the joint effects of leader power bases, and leader’s and subordinate’s gender on perceived leader effectiveness. The study investigates… Click to show full abstract
Using a sample of 650 Turkish white collars, this study examines the joint effects of leader power bases, and leader’s and subordinate’s gender on perceived leader effectiveness. The study investigates the conditions under which a male or a female leader is perceived to be (in)effective given the use of two different bases of power. According to empirical findings, male leaders are evaluated more favorably even when they display gender-deviant leadership behavior by exercising soft power, and male subordinates’ disfavor of female leaders who violate role expectations is still a continuing phenomenon.
Journal Title: Current Psychology
Year Published: 2020
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