 Are people-oriented leaders perceived as less effective in task performance? Surprising results from two experimental studiesLeire Gartzia and Josune Baniandrés Journal of Business Research, 2016, vol. 69, issue 2, 508-516 Abstract: In the leadership literature, there is consensus that leadership effectiveness is associated with two basic dimensions: people orientation and task orientation. The present work suggests that, when making judgments of leaders, observers tend to perceive these dimensions as opposed. In particular, data from two experimental studies indicate that people orientation of target leaders reduces the extent to which they are perceived as competent in task-related leadership activities such as managing a financial transaction, guaranteeing the quality of manufacturing processes or increasing profits. These findings are tested in relation to both male and female target leaders. Implications of these results for management research are discussed in terms of how people orientation and effectiveness in task-related managerial activities may be perceived by observers as two opposite sides of a continuum. Keywords: Leadership; People orientation; Perceived effectiveness; Stereotypes; Gender (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:eee:jbrese:v:69:y:2016:i:2:p:508-516 DOI: 10.1016/j.jbusres.2015.05.008 Access Statistics for this article Journal of Business Research is currently edited by A. G. Woodside More articles in Journal of Business Research from Elsevier |
Is your work missing from RePEc? Here is how to contribute.
Questions or problems? Check the EconPapers FAQ or send mail to .
EconPapers is hosted by the
School of Business at Örebro University.