Leadership and Gender in Public Relations: Perceived Effectiveness of Transformational and Transactional Leadership Styles

Linda Aldoory · Elizabeth Lance Toth

257 citations0/0 files storedJournal of Public Relations Research

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Gender Diversity and Inequality Leadership and Management in Organizations Public Relations and Crisis Communication

Abstract

This study used a quantitative survey and qualitative focus groups to examine perceptions of leadership styles, sex differences in these perceptions, and opinions about the gendered nature of leadership in public relations. In summary, the focus group data supported survey results that indicated a strong preference for transformational leadership style over transactional leadership. However, there was also strong evidence for a preference for situational leadership. Findings are interpreted within the frameworks of public relations theory and gender theory.

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References

1987Leadership and Performance beyond Expectations 1990From transactional to transformational leadership: Learning to share the vision 1993Improving Organizational Effectiveness through Transformational Leadership 1990Gender and leadership style: A meta-analysis.1996Effectiveness correlates of transformational and transactional leadership: A meta-analytic review of the mlq literature 1992Gender and the evaluation of leaders: A meta-analysis.2013Excellence in Public Relations and Communication Management 1995Further assessments of Bass's (1985) conceptualization of transactional and transformational leadership.

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