GENDER AND LEADERSHIP BEHAVIOUR
A CASE STUDY OF WEMA BANK PLC
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CHAPTER ONE
INTRODUCTION
BACKGROUND OF THE STUDY
A person who leads a group of people towards a common goal, is knows as a leader (Andrew, 2009). The leader influences his group members to accomplish the specified objectives and the way in which the leader handles his followers is known as leadership style (Sheikh, 2001). According to Adeyemi and Brlarinwa (2016) leadership is the art or process of influencing people so that they will strive willingly towards the achievement of objects. Yukl (2004) point is that, leadership is an act of influencing subordinates to accomplish organizational goals through authority.
Leaders and styles of leadership may vary based upon age and age groups of the leader and the followers as well. It has been stated, With an older leader, the team may be more open to a leaders transformational behaviors, because the team members may be more accepting of the leaders special status (Kearney, 2008). Van Vugt (2006) claims that, age relates to leadership in a complicated way, according to the psychological literature. Some research finds a positive correlation between age and leadership, whereas others find a zero or negative correlation. In the present time, evidence for this link between age and leadership can still be found in professions that require a considerable amount of specialized knowledge and experience, such as in science, politics, and arts (Van Vugt, 2006). Cagle (1988) has regarded age as one of the factors that determine the leadership style. Apart from the professional and academic knowledge, it is commonly believed that age and experience might play important roles in leadership behaviors. In many cultures, the myth is that as people get older they become wiser due to more exposure and experience. For example in African culture, experience is considered as a function of age and therefore older peoples are given priority for leadership positions in different organizations (Ahiazu, 1989).
It is possible that males and females might lead from different perspectives. Winter, Neal and Waner (2001) claim that Current psychological research on leadership and team interaction suggests that men and women exhibit different leadership styles and interpersonal communication styles in a variety of small-group situations from student problem- solving situations to industry and community situations.
Babcock (2008) states that Rather than intentional acts of bias, second-generation gender biases reflect the continuing dominance of traditionally masculine values in the workplace. According to common perception, women are more emotional and less competitive than men. For example, some authors have written that Women are significantly more risk averse, tend to be less overconfident and behave less competitively oriented (Beckman and Menkhoff, 2008).
The effectiveness of the leaders more or less dictated the fate of the hotels (Li, Tse, & Xie, 2007). The hotel managers demographic characteristics including age influenced the business success. Mirini, Narjo and Kumbhar (2003) explored the needed leadership competencies. The results showed that there were highly significant differences between the age groups and leadership competencies. In terms of age, there is a significant difference between leadership competencies and general managers age groups, which mirrors the results found by Mirani et al., (2003).
Ojode et al., (1999) claims that gender, age do influence the leader styles. A few studies included gender, age, and education as demographic variables in their examination of leadership styles. These studies produced mixed findings on the significance of the effects of these variables on leadership style. The studies of (Kazan, 2000; Payden, 1997; Thomas, 1996; Rasor, 1995) showed notable differences in leadership style due to age. Basing on the study (2004) Age influences on the leadership styles and behavior of managers -Titus Oshagbemi “ claims that the younger and older managers, exhibit different leadership styles and older managers consulted more widely and favor more participation in comparison with younger managers. Belal et al., (2010) on their study on Afghans and Americans have concluded that “ Age and Gender “ indeed have their impact on the leadership styles of individuals.
The idea of gender was for the WEMA time brought about in the 1970s by a group of feminists. The underlying factor was to use the notion of gender as a parameter for appreciating the fact that women do not relate to men in much the same way in all circumstances in every culture; and more importantly, that the position of women in society varies considerably. The concept of gender presupposes a social construct as against biological circumstance of men and women. Sometimes the phrase sexgender relations is used; this reminds us that there is a link between biological differences between men and women and the social assumption about masculinity and feminity (Rowbotham,1992).
Allan Flanders defines industrial relations as a study of the institutions of job regulations. He argues that the only aspect of business enterprise with which industrial relations is concerned is the employment relation between the enterprise and its employees. Trade unions are associations that represent the collective interests of their employees- members in bargaining and negotiating with large employers. Trade unions generally seek to obtain higher wages, reduced working hours and improved working conditions for employees. In addition, trade unions seek to improve workplace safety and to obtain increased benefits, such as health insurance, pensions and disability insurance for employees. Unions also look to protect the employment security of their members, largely by negotiating to implement seniority rules and to eliminate at will employment contracts under which non-union employees traditionally have been subject to dismissal without cause.
In Nigeria, there has been a gross inequality between men and women, especially in political representation, economic management and general leadership. The male gender dominates in government and socioeconomic spheres, thereby holding the reigns of power relations and exerting sole authority over resource allocation and control (Akinboye, 2004).
Statement of Problem
Globally, women experience specific challenges when aiming for leadership positions and undertaking leadership roles. These specific challenges are double burden, confidence, and a disadvantage from perceptions and stereotypes.
A major problem relates to women’s confidence, in both the beliefs in their own abilities, as well as in the capability of communicating confidence. This will be discussed extensively in later sections. As an example, research amongst MBA women shows that while the majority of women consider themselves equally capable as their co-workers, the majority of men consider themselves more capable than their co-workers (Eagly, 2003). In an environment where the behaviours expected are still male dominated, female-specific communication can be interpreted negatively.
Unfortunately, women do experience a strong gender bias when being evaluated for promotions on both their level of performance as well as their potential impact. Research within professional groups show that women have to significantly work harder to be perceived as equally competent as men (Lyness & Heilman, 2006).
Moreover, unfortunate assumptions are sometimes made about women’s ambitions and abilities. Research by DDI (Development Dimensions International, 2009) shows that women do not excel sufficiently in their career due to assumptions on women’s’ ambitions such as women having less ambition and a lesser company commitment due to family responsibility. Yet, women and men hardly differ in their ambitions. Catalyst shows that there is hardly a difference between senior men and women when aspiring for the highest roles in the company.
Purpose of the Study
The purpose of the study is to examine gender and leadership behaviour.
Specific Objectives
- To investigate the link between gender and transformational leadership behaviour.
- To access the link between gender and democratic leadership behaviour.
- To examine the role of gender in Autocratic leadership behaviour.
- To investigate the link between gender and transformational leadership behaviour.
Research Question
- What is the link between Gender and transactional leadership behaviour?
- What is the relationship between gender and democratic leadership bahaviour?
- What is the role of gender and Autocratic leadership behaivour?
- What is the link between gender and transformational leadership behaviour?
Research Hypotheses
The hypothetical statements of the research are buttressed below:
- HO: Gender is not significantly related to democratic leadership behaviour.
H1: Gender is significantly related to democratic leadership behaviour.
- HO: There is no significant connection between Gender and autocratic leadership behaviour.
H1: There is significant connection between Gender and autocratic leadership behaviour.
- HO: There is no significant correlation between gender and transactional leadership behaviour.
H1: There is no significant correlation between gender and transactional leadership behaviour.
- HO: There is no significant correlation between gender and transformational leadership behaviour.
H1: There is no significant correlation between gender and transformational leadership behaviour.
Operational Definition of Terms
The following terms are referred to the understated definition throughout the study.
Gender: Gender is the state of being male or female (typically used with reference to social and cultural differences rather than biological ones).
Leadership: It’s the process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task.
Male: A male organism is the physiological sex that produces sperm.
Female: Female is the sex of an organism, or a part of an organism, that produces non-mobile ova (egg cells).
Behaviour: Behaviour is the way in which one acts or conducts oneself, especially towards others.
Leadership Style: A leadership style is a leader’s style of providing direction, implementing plans, and motivating people.
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