Androgynous leadership style: an integration rather than a polarization

Abstract

Previous leadership studies indicate that stereotypically masculine behaviours characterize task‐oriented leadership style and that stereotypically feminine behaviours (relations‐oriented leadership style) are devalued. However, it has been frequently observed in the past that organizational goals could not be exclusively achieved by either masculine or feminine characteristics of leaders. Suggests that an integration rather than a polarization becomes necessary for leaders and organizations. That is, an androgynous leadership style can be the most appropriate for achieving high performance in many organizations.

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