東華大學圖書館 |

Language: English

Help

回圖書館首頁

手機版館藏查詢

Back

Switch To: Labeled | MARC Mode | ISBD

Gender Role Identity: A Predictor of...

Dickens, Alison N.

Linked to FindBook

Google Book

Amazon

博客來

Gender Role Identity: A Predictor of Leadership Effectiveness Among Women.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Gender Role Identity: A Predictor of Leadership Effectiveness Among Women./
Author:	Dickens, Alison N.
Published:	Ann Arbor : ProQuest Dissertations & Theses, : 2017,
Description:	150 p.
Notes:	Source: Dissertation Abstracts International, Volume: 79-02(E), Section: A.
Contained By:	Dissertation Abstracts International79-02A(E).
Subject:	Educational leadership. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=10619388
ISBN:	9780355339208

Gender Role Identity: A Predictor of Leadership Effectiveness Among Women.
Dickens, Alison N.

Gender Role Identity: A Predictor of Leadership Effectiveness Among Women. - Ann Arbor : ProQuest Dissertations & Theses, 2017 - 150 p.

Source: Dissertation Abstracts International, Volume: 79-02(E), Section: A.

Thesis (Ed.D.)--Northcentral University, 2017.

The underrepresentation of women in executive leadership roles may result not only from gender stereotypes faced by women in the workplace but also from women's perceptions of their own gender-role identity and effectiveness as leaders. These invisible barriers, in many instances, lead to female leaders' perceived incongruity between the gender role and leader role of females. This incongruity may be hindering women in their effectiveness as leaders. The purpose of this quantitative, correlational study was twofold: (a) to evaluate the relationship between self-perceived feminine and masculine gender-role identities and self-perceived leadership effectiveness among female leaders and (b) to explore the extent to which self-perceived feminine and masculine gender-role identities interact in their effect on self-perceived effective leadership among the same population. A sample of 218 female leaders within U.S. organizations in business, nonprofit, and educational sectors at the level of middle management or higher was recruited through the Internet. An online survey, consisting of the Masculine and Feminine subscales of the Bem Sex Role Inventory and the Effectiveness subscale of the Multifactor Leadership Questionnaire, was used to collect data. The results indicated a statistically significant medium positive correlation between self-perceived masculine gender-role identity and self-perceived leadership effectiveness. Pearson's correlation coefficient revealed the significance with p < .01. The results indicated no significant correlation between self-perceived feminine gender-role identity and self-perceived leadership effectiveness, with p = .254. Lastly, the results showed that there was not a statistically significant interaction between effects of self-perceived feminine gender-role identity and self-perceived masculine gender-role identity on self-perceived leadership effectiveness. The effect of self-perceived masculine gender-role identity on self-perceived leadership effectiveness remained relatively consistent across all levels of self-perceived feminine gender-role identity. Future research on the role that gender role stereotypes and the blending of feminine and masculine behavior types play in the interaction between self-perceived feminine and masculine gender-role identities in their effect on self-perceived leadership effectiveness might lead to women overcoming the leadership barriers and gender stereotypes that exist.

ISBN: 9780355339208Subjects--Topical Terms:

529436
Educational leadership.

Gender Role Identity: A Predictor of Leadership Effectiveness Among Women.
LDR:03454nmm a2200313 4500 001 2157088
005 20180529084352.5
008 190424s2017 ||||||||||||||||| ||eng d
020 $a 9780355339208
035 $a (MiAaPQ)AAI10619388
035 $a (MiAaPQ)northcentral:12232
035 $a AAI10619388
040 $a MiAaPQ $c MiAaPQ
100 1 $a Dickens, Alison N. $3 3344871
245 1 0 $a Gender Role Identity: A Predictor of Leadership Effectiveness Among Women.
260 1 $a Ann Arbor : $b ProQuest Dissertations & Theses, $c 2017
300 $a 150 p.
500 $a Source: Dissertation Abstracts International, Volume: 79-02(E), Section: A.
500 $a Adviser: Jennifer Mathes.
502 $a Thesis (Ed.D.)--Northcentral University, 2017.
520 $a The underrepresentation of women in executive leadership roles may result not only from gender stereotypes faced by women in the workplace but also from women's perceptions of their own gender-role identity and effectiveness as leaders. These invisible barriers, in many instances, lead to female leaders' perceived incongruity between the gender role and leader role of females. This incongruity may be hindering women in their effectiveness as leaders. The purpose of this quantitative, correlational study was twofold: (a) to evaluate the relationship between self-perceived feminine and masculine gender-role identities and self-perceived leadership effectiveness among female leaders and (b) to explore the extent to which self-perceived feminine and masculine gender-role identities interact in their effect on self-perceived effective leadership among the same population. A sample of 218 female leaders within U.S. organizations in business, nonprofit, and educational sectors at the level of middle management or higher was recruited through the Internet. An online survey, consisting of the Masculine and Feminine subscales of the Bem Sex Role Inventory and the Effectiveness subscale of the Multifactor Leadership Questionnaire, was used to collect data. The results indicated a statistically significant medium positive correlation between self-perceived masculine gender-role identity and self-perceived leadership effectiveness. Pearson's correlation coefficient revealed the significance with p < .01. The results indicated no significant correlation between self-perceived feminine gender-role identity and self-perceived leadership effectiveness, with p = .254. Lastly, the results showed that there was not a statistically significant interaction between effects of self-perceived feminine gender-role identity and self-perceived masculine gender-role identity on self-perceived leadership effectiveness. The effect of self-perceived masculine gender-role identity on self-perceived leadership effectiveness remained relatively consistent across all levels of self-perceived feminine gender-role identity. Future research on the role that gender role stereotypes and the blending of feminine and masculine behavior types play in the interaction between self-perceived feminine and masculine gender-role identities in their effect on self-perceived leadership effectiveness might lead to women overcoming the leadership barriers and gender stereotypes that exist.
590 $a School code: 1443.
650 4 $a Educational leadership. $3 529436
650 4 $a Gender studies. $3 2122708
650 4 $a Women's studies. $3 526816
690 $a 0449
690 $a 0733
690 $a 0453
710 2 $a Northcentral University. $b Education. $3 2049771
773 0 $t Dissertation Abstracts International $g 79-02A(E).
790 $a 1443
791 $a Ed.D.
792 $a 2017
793 $a English
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=10619388