Chen, "Androgyny and transformational leadership: Effects of gender and sex-role identity in the collectivistic context of Taiwan, R.O.C," 2001

Chun-Hsi Vivian Chen, Ph.D.

Abstract (Summary)
Prior research on transformational leadership is mostly done in the individualistic context and suggests a gender effect on transformational leadership. It is found that women leaders possess qualities more in line with transformational leadership and are thus more transformational than their male counterparts. Drawing on prior research, this study goes one step further to investigate the relationship between transformational leadership and gender as well as sex-role identity among leaders in the collectivistic context of Taiwan, ROC. The effect of congruency between one's sex-role identity and organizational orientation on one's level of transformational leadership is also tested in this study.

Questionnaires of Bem's Sex-Role Identity (BSRI) and Multifactor Leadership Questionnaire (MLQ) are used to evaluate participants' sex-role identity and transformational leadership behavior. Government employees who are at GS level 9 and above are selected as samples from the Department of Health and the Ministry of Finance in Taiwan.

The findings suggest that sex-role identity has more explanatory power than does gender in Taiwan. Gender accounts for a significant portion of the variance for only two subscales of transformational leadership, i.e., idealized influence (attributed) and idealized influence (behavior). Contrary to the prior research done in the individualistic context, men in Taiwan are found to see themselves as inducing more idealized influence on followers than do women.

Sex-role identity accounts for a significant portion of the variance for all five subscales of transformational leadership, i.e., idealized influence (attributed), idealized influence (behavior), inspirational motivation, intellectual stimulation, and individualized consideration. Androgynous individuals are found to demonstrate more transformational leadership behavior than individuals evaluated as masculine, feminine, or undifferentiated.

It is also found that the congruence between one's sex-role identity and organizational orientation does not have any impact on individuals' level of transformational leadership.

Advisor: Not listed