Leadership in Workplace Meetings: The Intersection of Leadership Styles and Follower Gender

Joseph E. Mroz, Michael Yoerger, Joseph A. Allen

Research output: Contribution to journalArticle

4 Citations (Scopus)

Abstract

Meetings are ubiquitous across organizations, yet researchers have paid scant attention to the role of meeting leaders in affecting meeting outcomes. Because meetings are important discursive sites, the style of a meeting leader may influence subordinate views of the meeting and leader. Using a sample of working adults, we first demonstrated that meeting attendees who perceived their leader as participative viewed the leader as more warm and competent than meeting attendees who had a directive leader. We explain this finding through the framework of social exchange theory. In Study 2, we conducted an experiment to further probe the relation between meeting leader style and subordinate perceptions of the leader. Again, participants viewed participative leaders as more warm and competent than directive leaders. Interestingly, working adults preferred participative leaders over directive leaders across every type of work meeting. We further found that participant gender interacted with leader style, such that men rated directive leaders are warmer than did women, but men and women did not differ in their assessments of participative leaders.

Original languageEnglish (US)
Pages (from-to)309-322
Number of pages14
JournalJournal of Leadership and Organizational Studies
Volume25
Issue number3
DOIs
StatePublished - Aug 1 2018

Fingerprint

follower
workplace
leadership
leader
gender
Work place
Follower
Leadership style
exchange theory

Keywords

  • competence
  • gender
  • leadership
  • meetings
  • warmth

ASJC Scopus subject areas

  • Business and International Management
  • Sociology and Political Science
  • Strategy and Management
  • Organizational Behavior and Human Resource Management
  • Management Science and Operations Research

Cite this

Leadership in Workplace Meetings : The Intersection of Leadership Styles and Follower Gender. / Mroz, Joseph E.; Yoerger, Michael; Allen, Joseph A.

In: Journal of Leadership and Organizational Studies, Vol. 25, No. 3, 01.08.2018, p. 309-322.

Research output: Contribution to journalArticle

@article{d398483dc90943c8871d88ecc75932f5,
title = "Leadership in Workplace Meetings: The Intersection of Leadership Styles and Follower Gender",
abstract = "Meetings are ubiquitous across organizations, yet researchers have paid scant attention to the role of meeting leaders in affecting meeting outcomes. Because meetings are important discursive sites, the style of a meeting leader may influence subordinate views of the meeting and leader. Using a sample of working adults, we first demonstrated that meeting attendees who perceived their leader as participative viewed the leader as more warm and competent than meeting attendees who had a directive leader. We explain this finding through the framework of social exchange theory. In Study 2, we conducted an experiment to further probe the relation between meeting leader style and subordinate perceptions of the leader. Again, participants viewed participative leaders as more warm and competent than directive leaders. Interestingly, working adults preferred participative leaders over directive leaders across every type of work meeting. We further found that participant gender interacted with leader style, such that men rated directive leaders are warmer than did women, but men and women did not differ in their assessments of participative leaders.",
keywords = "competence, gender, leadership, meetings, warmth",
author = "Mroz, {Joseph E.} and Michael Yoerger and Allen, {Joseph A.}",
year = "2018",
month = "8",
day = "1",
doi = "10.1177/1548051817750542",
language = "English (US)",
volume = "25",
pages = "309--322",
journal = "Journal of Leadership and Organizational Studies",
issn = "1548-0518",
publisher = "SAGE Publications Inc.",
number = "3",

}

TY - JOUR

T1 - Leadership in Workplace Meetings

T2 - The Intersection of Leadership Styles and Follower Gender

AU - Mroz, Joseph E.

AU - Yoerger, Michael

AU - Allen, Joseph A.

PY - 2018/8/1

Y1 - 2018/8/1

N2 - Meetings are ubiquitous across organizations, yet researchers have paid scant attention to the role of meeting leaders in affecting meeting outcomes. Because meetings are important discursive sites, the style of a meeting leader may influence subordinate views of the meeting and leader. Using a sample of working adults, we first demonstrated that meeting attendees who perceived their leader as participative viewed the leader as more warm and competent than meeting attendees who had a directive leader. We explain this finding through the framework of social exchange theory. In Study 2, we conducted an experiment to further probe the relation between meeting leader style and subordinate perceptions of the leader. Again, participants viewed participative leaders as more warm and competent than directive leaders. Interestingly, working adults preferred participative leaders over directive leaders across every type of work meeting. We further found that participant gender interacted with leader style, such that men rated directive leaders are warmer than did women, but men and women did not differ in their assessments of participative leaders.

AB - Meetings are ubiquitous across organizations, yet researchers have paid scant attention to the role of meeting leaders in affecting meeting outcomes. Because meetings are important discursive sites, the style of a meeting leader may influence subordinate views of the meeting and leader. Using a sample of working adults, we first demonstrated that meeting attendees who perceived their leader as participative viewed the leader as more warm and competent than meeting attendees who had a directive leader. We explain this finding through the framework of social exchange theory. In Study 2, we conducted an experiment to further probe the relation between meeting leader style and subordinate perceptions of the leader. Again, participants viewed participative leaders as more warm and competent than directive leaders. Interestingly, working adults preferred participative leaders over directive leaders across every type of work meeting. We further found that participant gender interacted with leader style, such that men rated directive leaders are warmer than did women, but men and women did not differ in their assessments of participative leaders.

KW - competence

KW - gender

KW - leadership

KW - meetings

KW - warmth

UR - http://www.scopus.com/inward/record.url?scp=85048953104&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=85048953104&partnerID=8YFLogxK

U2 - 10.1177/1548051817750542

DO - 10.1177/1548051817750542

M3 - Article

AN - SCOPUS:85048953104

VL - 25

SP - 309

EP - 322

JO - Journal of Leadership and Organizational Studies

JF - Journal of Leadership and Organizational Studies

SN - 1548-0518

IS - 3

ER -