Gender differences in the impact of leadership styles on subordinate embeddedness and job satisfaction

Brian J. Collins, Carla J. Burrus, Rustin Meyer

Research output: Contribution to journalArticle

19 Citations (Scopus)

Abstract

It is not surprising that subordinates generally prefer high-quality relationships with their supervisors. However, gender may influence the specific characteristics subordinates use to make this judgment, thereby impacting important downstream workplace processes and outcomes. Drawing from Social Role Theory, we use moderated mediation analyses across two independent samples to show that communally oriented leader-member exchange (LMX) dimensions (i.e., Affect and Loyalty) positively influence the job embeddedness of female (but not male) subordinates, whereas agentically oriented LMX dimensions (i.e., Professional Respect and Contribution) influence both genders equally. We found these effects despite strong LMX facet intercorrelations (ranging from r= .68 to .81), thereby highlighting the utility of testing theoretically driven dimensional effects, even when facets overlap significantly.

Original languageEnglish (US)
Pages (from-to)660-671
Number of pages12
JournalLeadership Quarterly
Volume25
Issue number4
DOIs
StatePublished - Jan 1 2014

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Job Satisfaction
job satisfaction
gender-specific factors
leadership
leader
Workplace
role theory
gender
Social Role
loyalty
mediation
respect
workplace
Gender differences
Embeddedness
Leader-member exchange
Job satisfaction
Leadership style
Social Theory

All Science Journal Classification (ASJC) codes

  • Business and International Management
  • Applied Psychology
  • Sociology and Political Science
  • Organizational Behavior and Human Resource Management

Cite this

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Gender differences in the impact of leadership styles on subordinate embeddedness and job satisfaction. / Collins, Brian J.; Burrus, Carla J.; Meyer, Rustin.

In: Leadership Quarterly, Vol. 25, No. 4, 01.01.2014, p. 660-671.

Research output: Contribution to journalArticle

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