Are Feminine or Masculine Supervisors Leading In Same Way And Have Same Effect on Subordinates’ Performance?

Sakshi Sharma and Manju Nair

Vision, 2025, vol. 29, issue 1, 7-20

Abstract: Catalyst study stated that female leaders suggestively can exhibit better leadership behaviour than male and can have more positive effect on their subordinate’s work psychology and performance. But these proclamations, grounded mostly on inadequate research verdicts and subjective evidence, continue empirically unverified in Asian countries. The experiential study is directed to compare whether female managers differ in their leadership style from male managers in bank. Added to that, study led to recognize and compare the difference in subordinate’s work performance behaviour due to the supervisor’s gender. Through multi-stage sampling method, 364 male and 58 female supervisors were examined based on structured questionnaire proposing two hypothetical consent-attainment status quo. Results exhibited and confirmed the significant difference among supervisor’s gender in their leadership style. Noteworthy variances were revealed in subordinates’ work behaviour because of their manager’s gender. Though the effects varied for diverse dimensions of managerial behaviour and employees conduct. Hypothesis verified that female supervisors are more transformational and transactional in style than male. Furthermore, female leaders were rated more significantly positive on subordinates’ task and contextual performance than male. Research entitled that Indian female supervisor with transformational and transactional style could be more influential to induce subordinates work behaviour and performance in banks. It is imperious to analyse leader’s behaviour in context to their gender, as female leaders play a substantial role in organization growth and performance.

Keywords: Gender; Female Managers; Leadership; Work Behaviour; Subordinates’ Performance (search for similar items in EconPapers)
Date: 2025
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Persistent link: https://EconPapers.repec.org/RePEc:sae:vision:v:29:y:2025:i:1:p:7-20

DOI: 10.1177/09722629211050307

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