Feminine? Masculine? Androgynous leadership as a necessity in COVID-19. Issue 7 (10th September 2020)

• Record Type: Journal Article
• Authors: Blake-Beard, Stacy; Shapiro, Mary; Ingols, Cynthia
• Is Part Of: Gender in management. Volume 35:Issue 7/8(2020)
• Page Start: 607
• Page End: 617
• Publication Date: 2020-09-10
• Subjects: Gender -- Leadership traits -- COVID-19 -- Androgynous -- Feminine -- Masculine; Women executives -- Periodicals; 658.40082
• DOI: 10.1108/GM-07-2020-0222
• Languages: English
• ISSNs: 1754-2413

Abstract

Abstract : Purpose: The purpose of this paper is to explore the relationship between leaders' expressed traits and their impact on their country's COVID-19 outcomes. Some leaders are over relying on masculine traits and dismissing feminine traits. An alternative – androgynous leadership – supports leaders in drawing from the full portfolio of behaviors. Design/methodology/approach: This paper has a theoretical approach using an extensive review of the literature. Findings: Leaders can take a number of actions to fully embrace androgynous leadership. These actions include building a diverse "tempered" team, communicating with respect, recognizing the impact of framing and moving from autopilot to realizing their best androgynous self. Research limitations/implications: Research limitations include a critique of Bem's framework as outdated and dichotomous; a categorization of feminine, masculine and neutral behaviors that is determined by the authors; and a focus on leadership style that does not take other dimensions, such as health-care systems, into account. Practical implications: The authors propose that an "androgynous" leadership style has been used effectively by some political leaders around the globe in the COVID-19 crisis. The COVID-19 context has provided a laboratory for developing and building competence as androgynous leaders. Social implications: The mental capacity to look at a situation, pause and explicitly select effective behavior is necessary, but oftentimes, it is not put into practice. By not drawing from a larger portfolio of androgynous behaviors, the opportunity for leaders to their best work is missed. Originality/value: There is an acknowledgement of the benefits of the combination of masculine and feminine leadership traits. There are also clear recommendations supporting leaders in developing their androgynous leadership skills.