Leadership style and gender The case of health managers in Morocco

##plugins.themes.academic_pro.article.sidebar##

Published Aug 27, 2024
https://doi.org/10.62438/tunismed.v102i9.5111
Download
pdf
Vol. 102 No. 9 (2024): Tunis Med sept 2024

##plugins.themes.academic_pro.article.main##

Sakher Ahizoune
Mohammed VI International School of Public Health, Mohammed VI University of Science and Health (UM6ss), 20250, Casablanca, Morocco.
Sahar Bouadel
Healthcare and Biology Research Team, Healthcare and Sustainable Development Laboratory,Higher Institute of Nursing and Health Technology, 20250,Casablanca, Morocco
Kenza Hassouni
Mohammed VI International School of Public Health, Mohammed VI University of Science and Health (UM6ss), 20250, Casablanca, Morocco.

Abstract

Objective: to assess the gender leadership style of managers in the Moroccan health sector.


Method: Descriptive study. The Multifactor Leadership Questionnaire (MLQ), a questionnaire that evaluates leadership style, was used to collect data from 120 managers in the Moroccan healthcare sector (40 female managers and 80 male managers).


Results: In Morocco, the representation of women in positions of responsibility and power is still lower than that of men. However, the average score on the transformational leadership style scales for female managers among the 120 people surveyed was 15.51, while the average score on the transactional leadership style scales was only 6.073. While the average score on the transformational leadership style scales for male managers among the 120 respondents was 10.26, the average score on the transactional leadership style scales was 8.57.  These results demonstrated the existence of a difference between the leadership style and gender of managers in the healthcare sector.


Conclusion: This study was able to confirm the theory underlining the difference between the two leadership styles of male and female managers, even in a sector such as healthcare

Keywords:

leadership style, gender, health sector

##plugins.themes.academic_pro.article.details##

Creative Commons License

This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

References

  1. Saint-Michel S. Le genre et le leadership. L’importance d’introduire les traits de personnalité des leaders. Rev Int Psychosociologie. 2010;XVI(40):181‑201.
  2. Blanchard S, Le Feuvre N, Metso M. Les femmes cadres et dirigeantes d’entreprise en Europe: De la sous-représentation aux politiques de promotion de l’égalité dans la prise de décision économique. Inf Soc. 2009;(1):72‑81.
  3. Dufour J. A Quantitative Study of School Leadership Style Based on Gender [thèse]. Liberty University; 2018. 118 p. Doctoral Dissertations and Projects. https://digitalcommons.liberty.edu/doctoral/1933.
  4. Li C, Bao L, Jiang Q. Leadership Styles of Entrepreneurial Women in Eastern China: Characteristics and Differences. Soc Behav Personal Int J. 2013; 41(3):421‑31.
  5. Laufer J, Belghiti S. Genre et GRH. Les défis de l’égalité hommes-femmes. Vuibert, Paris, France; 2008. https://orbi.uliege.be/handle/2268/10180
  6. Foschi M. Double Standards for Competence: Theory and Research. Annu Rev Sociol. 2000;26(1):21‑42.
  7. Sineau M. Face au pouvoir, une asymétrie persistante. Trav Genre Sociétés. 2007; 18(2):157‑61.
  8. Faizan R, Nair SLS, Haque AU. The effectiveness of feminine and masculine leadership styles in relation to contrasting gender’s performances. Pol J Manag Stud. 2018;17(1):78‑92.
  9. Laufer J. La construction du plafond de verre : le cas des femmes cadres à potentiel. Travail et emploi. 2005; 102(3) : 31-44.
  10. Muhr SL. Caught in the Gendered Machine: On the Masculine and Feminine in Cyborg Leadership. Gend Work Organ. 2011;18(3):337‑57.
  11. Eagly AH, Johannesen-Schmidt MC, van Engen ML. Transformational, transactional, and laissez-faire leadership styles: A meta-analysis comparing women and men. Psychol Bull. 2003;129(4):569‑91.
  12. Eagly AH. Sex differences in social behavior: A social-role interpretation. Hillsdale, New Jersey: Lawrence Erlbaum; 1987. https://www.taylorfrancis.com/books/mono/10.4324/9780203781906/sex-differences-social-behavior-alice-eagly.
  13. Eagly AH, Johnson BT. Gender and leadership style: A meta-analysis. Psychol Bull. 1990; 108(2):233.
  14. Saint-Michel S, Wielhorski N. Style de leadership, LMX et engagement organisationnel des salariés : le genre du leader a-t-il un impact ? GRH. 2011;1(1):13‑38.
  15. Rosener JB. Excerpt from Ways Women Lead. Harv Bus Rev. 1990;
  16. Henning M JA. The Managerial Woman. By Margaret Henning and Anne Jardim. Garden City, N.Y.: Anchor Press/Doubleday. 221 pp. NASSP Bull. 1977; 62(415):125‑125.
  17. Cornet A, Cadalen S. Leadership et genre: un regard croisé avec la psychanalyse. Gaz Cournot. 2009;(47). https://orbi.uliege.be/handle/2268/89494
  18. Cleveland JN, Stockdale M, Murphy KR, Gutek BA. Women and Men in Organizations: Sex and Gender Issues at Work. New York: Psychology Press. 2000; 478 p.
  19. Alimo‐Metcalfe: The development of a new transformation Leadership Questionnaire. Journal of Occupational and Organizational Psychology. 2001; 74 (1): 1-27
  20. Kanter RM. Commitment and social organization: A study of commitment mechanisms in utopian communities. Am Sociol Rev. 1968; 499‑517.
  21. Brenner O c., Tomkiewicz J, Schein VE. The Relationship Between Sex Role Stereotypes And Requisite Management Characteristics Revisited. Acad Manage J. 1989;32(3):662‑9.
  22. Powell GN, Anthony Butterfield D, Parent JD. Gender and Managerial Stereotypes: Have the Times Changed? J Manag. 2002;28(2):177‑93.
  23. Nikezić S, Doljanica S, Bataveljić D. Charismatic and transformational leadership: approaches for effecting change. Annals of the Oradea University. 2013; 2(2): 179-187.
  24. Maccoby EE, Jacklin CN. The psychology of sex differences. Stanford University Press; 1974. xiii, 634 p. (The psychology of sex differences).
  25. Terborg JR. Women in management: A research review. J Appl Psychol. 1977;62(6):647‑64.
  26. Wajcman J. Managing like a man: Women and men in corporate management. John Wiley & Sons ; 2013.
  27. Acker J. Hierarchies, jobs, bodies : A Theory of Gendered Organizations. Gend Soc. 1990;4(2):139‑58.
  28. Maher KJ. Gender-related stereotypes of transformational and transactional leadership‏. Sex Roles. 1997;37(3/4):209‑25.
  29. Larsson M, Holmberg R, Kempster S. ‘It’s the organization that is wrong’: Exploring disengagement from organizations through leadership development. Leadership. 2020;16(2):141‑62.
  30. Dimitar Yankov Dimitrov, Sd. factor structure of the multifactor leadership questionnaire MLQ 5X. Strateg Impact. 2016;(59):44‑5.
  31. Hemsworth D, Muterera J, Baregheh A. Examining Basss Transformational Leadership In Public Sector Executives: A Psychometric Properties Review. J Appl Bus Res JABR. 23 2013; 29(3):853‑62.
  32. Tejeda MJ, Scandura TA, Pillai R. The MLQ revisited: psychometric properties and recommendations. Leadersh Q. 2001;12(1):31‑52.
  33. Harmand N. Le management au féminin : les femmes et le leadership. 2013;92.
  34. Silva S, Mendis K. Male vs Female Leaders: Analysis of Transformational, Transactional & Laissez-faire Women Leadership Styles. 2017; 09:19-26.
  35. Carless SA. Gender Differences in Transformational Leadership: An Examination of Superior, Leader, and Subordinate Perspectives. Sex Roles. 1998;39(11):887‑902.
  36. Druskat VU. Gender and leadership style: Transformational and transactional leadership in the Roman Catholic Church. Leadersh Q. 1994;5(2):99‑119.
  37. Bass, Bernard M, Bruce J Avolio, Leanne Atwater. The transformational and transactional leadership of men and women. Applied psychology. 1996; 45(1):5-34
  38. Kouzes JM, Posner BZ. Leadership practices inventory: LPI. 1988.
  39. Mandell B, Pherwani S. Relationship Between Emotional Intelligence and Transformational Leadership Style: A Gender Comparison. J Bus Psychol. 2003;17 (3) : 387‑404.
  40. Bass BM, Avolio BJ. Full range leadership development: Manual for the Multifactor Leadership Questionnaire. Mind Garden. 1997.