Leadership and gender analysis

The main literature about leadership is quite vast. Regarding this research, part of some leadership styles like transformational, transactional and charismatic has been taken in consideration. In addi tion, issues in literature concerning gender leadership has been reported. An application of La Bella’s Leadership Model-LBLM (2005) was used in this research. It goes fur ther than the previous models by taking in consideration the implications of both the performance and the system-condition of the surrounds in which the leader operates. The model offers a holistic rep resentation on leadership, where the leader ‘takes in consideration the perceptions of the stakeholders and possible contingencies in the conditions on the surrounding which can emerge’, In LBLM, ten fundamental tools (Vision, Positioning, Communication, Trust, Attention and listening, Total re source deployment, Creativity, Negotiation and conflict resolution, Mastering of internal forces, Management of decision process) are able to interpret the complex role of each leader. The specific purpose of the research was to analyze gender differences in the exercise of leadership styles, applied to a sample of managers of both sexes, operating in different organizational environ ments, educational provenance, professional roles and varying years of experience. Ad hoc survey was implemented, structured through a self-assessment questionnaire of 40 questions based upon the MLQ scheme and the guidelines of the LBLM. Prior to administering the survey to the selected population, two tests have been carried out with a smaller sample of leaders to fine-tune its structure. The field research involved a sample of 1312 managers operating within five public and private or ganizations operating in Italy (Ministry of Economic Development, Ministry of Defense - Military Aeronautics, ST Microelectronics Italy, Insiel, Huawei Italy), whose response rate was approximately of the 60 percent. The study and analysis are comforting regarding the robustness of the extended model and the statis tical significance of surveys: the model, in its experimental extension, would thus seem able to both capture and return more particular aspects of leadership. As to the specific results of the sample analyzed, they return distinctive features of the leadership styles exercised at aggregate level by the sample. It also offers a series of signals about the existence of significant differences between men and women in the same styles, which would seem to confirm some of the major stereotypes present in the literature. In particular, the leadership styles of women are distinguished, albeit within a paradigm inspired by authentic, participative, charismatic leader ship, at times more marked by hierarchical leadership; for an almost "imposed" detachment from possible gender prejudices; and for those who seem to be stereotypes associated with underestimating the effectiveness of their action. Possible subsequent analysis could investigate further issues such as gender differences emerging between public and private organizations, within the public and the private organizations involved.