1. || Introduction and problem statement
Leadership is used everywhere in the world in several occasions. For example; for decision making in (multinational) companies, university projects and families. There is still no conclusion if leaders are born or made (Gentry, Deal, Stawiski, & Ruderman, 2012). However, it is clear that we have several trait theories which describe the important characteristics of a ‘good’ leader. (Colbert, Judge, & Wang, 2012). These characteristics can occur with males and females. However, leadership was often associated with masculinity in the last century and the phenomenon ‘think manager think male’ was very customary (Sczesny, 2003). According to Sczesny, (2003), successful managers are perceived to possess some characteristics that belong to masculinity. But is this not just stereotyping? Emancipation has brought many changes in gender division. There has been a considerable increase in the proportion of female managers in recent years, from 21% in 1976 to 46% in 1999. This lead to a call for “feminine leadership” to capitalize on this increase. (Powell, et al., 2002). Despite the increase of female leaders, there is still a difference in salary between the genders. According to (Leibbrandt & List, 2014), woman avoid salary negotiations. Most studies that investigated the relationship between leadership and gender have focused on leadership styles. This research, however, will also include self-efficacy and stereotyping. Experience and expression seems to differ between males and females when we think about stereotyping (Plant, Hyde, & Keltner, 2006). Self-efficacy is a good manner to compare the opinions from employees with those of leaders. According to the minimum research that is done about this combination of factors so far, this research will focus on the 3 biggest multinational companies, vested in the Netherlands. This include Royal Dutch Shell, ING Group, and Unilever (Economy Watch, 2013). According to equality for future leadership positions, and opportunities for female leaders, the research question of this research is: ‘What is the relation between leadership styles, self-efficacy and stereotypes and how can we explain this relationship according to gender in Multinationals in The Netherlands?’’
2. || Research objectives
This research has several contributions. Firstly, it is important to investigate if there is a relationship between the different leadership styles that exist. Secondly, the relationship with self-efficacy from leaders is important, and thirdly the relationship with stereotyping. The next step is to explore what kind of impacts these contributions have on gender. After all, we live in a world with emancipation. It is important to find out what these differences are, so we can make changes in the future in order to get an equal division of leadership functions without prejudices or stereotyping, which can also be a eye opener for the management board of (international) companies. This proposal will explore gender differences in leadership within the context of three Dutch Multinationals, and will be centered around the research question and other research objectives mentioned above.
3.|| Literature review
Leadership styles
As mentioned earlier, there are several leadership styles. There is no clear definition of leadership and the use of the word ‘leadership’ has markedly increased last years (Iszatt-White & Saunders, 2014). There is more clarity about the different leadership styles. Some styles show remarkable differences between the gender of leaders (Eagly, Johannesen-Schmidt, & van Engen, 2003). Transformational leadership involves establishing oneself as a role model by gaining trust and confidence of followers. Leaders with this style state future goals and develop plans to achieve them. They innovate, use mentoring and empowering strategies, and encourage followers to develop (Bass & Riggio, 2006). Bass et al., (2006) defined the transactional leader as someone who makes clear goals, and knows how to reach those goals. Transactional leaders give rewards according to the effort their followers put in something according to Iszatt-White et al., (2014). Laissez-Faire leadership exhibits frequent absence and lack of involvement during critical moments (Eagly et al., 2003). Female leaders seem to be more transformational than male leaders, and seem to be more engaged in the contingent reward behaviors that are a component of transactional leadership. Male leaders seem to be more likely to manifest the other aspects of transactional leadership and laissez faire leadership (Eagly et al., 2003). According to (Burke & Collins, 2001), females are also more likely to indicate that they use transformational leadership. Their study investigated that female accountants reported higher perceived effectiveness on coaching, developing and communicating.
Self-efficacy
Self-efficacy is an individual’s belief in his or her capacity to muster the cognitive, motivational, and behavioral resources required to perform in a given situation (Scherbaum, Cohen-Charash, & Kern, 2006). Women would demonstrate stronger global leadership profiles in regarded to passion for diversity, intercultural empathy, and diplomacy. On the other hand, men tended to show strong global leadership self-efficacies regarding global business savvy, cosmopolitan outlook, and interpersonal impact (Javidan et al., 2016).
Stereotypes
Stereotyping is described as ‘beliefs about the characteristics, attributes, and behaviors of members of certain groups’ according to Powell et al., (2002). In general, the male way of decision making is described as being quick, action oriented, and analytical. Woman’s decision making is described as not making unexpected decisions and they will make the time to inform themselves with key aspects about the situation according to (Alimo-Metcalfe, 2010). In order to become successful, females need to demonstrate the same qualities as males. Some leadership qualities seem to be considered more ideal than others, and some are more aligned with males than females (Ibarra & Obodaru, 2009) (Baker, 2014).
4. || Research design and nature of results
In order to determine the relationship between leadership styles, self-efficacy and stereotyping in relation with gender, an adequate research design must be put forward. The research design answers the research question and research objectives that are addressed in section 2 with as unit of analysis gender difference.
Primary data
The relationship between different leadership styles will be measured by a Multifactor Leadership Questionnaire (MLQ). This questionnaire encompasses a comprehensive range of behaviors. The scale differentiates 12 distinct leadership behaviors and is developed by Stogdill (1963). The population for this research will be Dutch leaders from the three Multinational companies. Also their Self-efficacy will be measured by The General Self-Efficacy Scale (GSE) from Schwarzer and Jerusalem (1995). The construct of this scale reflects an optimistic self-belief with the aim to predict coping with daily hassles as well as adaption after experiencing all kinds of stressful life events. The degree of stereotyping will be measured by an anonymous questionnaire for all employees and leaders because; for example, a focus group or interview could lead to socially desirable answers because people do not dare to be honest. The Stereotype Content Model (SCM) from Fiske et al. (2002) will be taken into account in this questionnaire to measure the amount of stereotyping. The SCM is a psychological theory which hypothesizes that stereotypes possess two dimensions: warmth and competence (Fiske, Cuddy, & Glick, 2002). Due to the different answers between genders, it is also possible to measure the gender differences. The results from the questionnaires will be elaborated by SPSS.
Second
ary data
Information provided about the subject in general will provide information for the research. Together with the primary data, it is even possible to make comparisons with other countries and companies if desired.