Thesis (Ph. D.)--University of South Florida, 2003. / Includes vita. Title from PDF of title page. Document formatted into pages; contains 184 pages. Includes bibliographical references.

The purpose of this study was to examine how male and female leaders view their own effectiveness as compared to their objective performance. This study also examined sex and gender differences in subordinate's views of male and female leaders. Forty-two mixed-sex groups led by appointed male and female leaders were observed to assess objective and perceived leader effectiveness. Gender role of participants was assessed using the Bem Sex Role Inventory (BSRI). No sex or gender differences were found in objective leadership effectiveness. An unexpected finding was that male and female leaders perceived themselves accurately as leaders. Significant differences were found in the way male subordinates rated men and women leaders when taking into account gender role. Results indicated that the study of gender bias in leadership is complex and should be examined in conjunction with gender role. Social role theory helps to explain this bias.

Three aspects of renal function were measured in the toad, Bufo marinus (N=lO): (1) effect of rate of blood volume expansion on renal functions (UFR; GFR; urine and plasma ion concentrations; and ion excretion rates), (2) effect of hypo- and hyperosmotic blood volume expansions on renal functions, and (3) role of GFR and tubular processes in the differential response of UFR under different osmotic expansion stresses. Renal responses to differential rates of blood volume expansion have not been investigated in amphibians. Rate responses will be analyzed considering effects: ( 1) during infusion (neural, or, short term regulation of extracellular fluid volume) and (2) post infusion (hormonal, or, long term regulation of extracellular fluid volume). Volume expansions were administered with hypoosmotic (0.4%) saline and hyperosmotic (1.4%) saline, and ranged in rate from 4.0 to 20.6 ml/kg/min. This protocol is designed to present volume regulatory mechanisms with increased volume stimuli and different osmotic stimuli. Overall, infusion rate had no significant effects on renal responses measured: urine flow rate (UFR); glomerular filtration rate (GFR); urine and plasma ion concentrations; natriuresis; or kaliuresis. This was true for the infusion period and for the observed post infusion period (90 min). Rate was correlated with GFR in the hypoosmotic group (r=0.30, p=0.04) and natriuresis in the hyperosmotic group (r=0.34, p=0.03). A significant positive correlation was observed between UFR and GFR. Relative to treatment, UFR differed significantly; GFR response was inherently similar despite differences at individual intervals, indicating UFR differences between the treatments is due to tubular processes. Responses to hypoosmotic infusion included a significant diuresis, natriuresis, and a decreased urine sodium concentration, relative to hyperosmotic infusion. At low UFRs the hyperosmotic group produced urine relatively concentrated in sodium. Urine sodium concentration and UFR were positively correlated in the hypoosmotic infusion group -- at high UFRs, kidneys were unable to produce a dilute urine.

Though increasing numbers of women are entering the workforce, a disproportionate number of women are placed into upper level management positions. Social role and role congruity theory both posit that women in leadership positions are likely to face more negative criticism than men in leadership positions. The purpose of the current study was to examine the influence of gender roles on leader behaviors as well as leaders' self perceived effectiveness. The study also examined third party raters' views of female and male leaders. Videotapes of forty-seven mixed sex groups with randomly appointed male and female leaders were used to examine leader behaviors as well as raters' effectiveness ratings. Leaders' self perceived effectiveness ratings were also used. Gender roles of the leaders were assessed using the Bem Sex Role Inventory (BSRI). Results of a MANOVA indicated that leader gender roles did not lead to differences in leader behaviors exhibited among those in feminine, masculine, and androgynous groups. For female leaders, femininity was not related to feminine behaviors. Unexpectedly, for male leaders, masculinity was inversely related to masculine behaviors. With regard to raters' effectiveness ratings of the leaders, no differences were found in ratings based on leader gender. Further, for female leaders, degree of femininity and masculinity was not related to raters' effectiveness ratings. However, exploratory analyses indicated a significant positive relationship to exist between raters' effectiveness ratings of female leaders and total time female leaders spoke. A significant inverse relationship was found between raters' effectiveness ratings and frequency of speech initiations used among female leaders. Significant correlations between male and female leaders' self perceived effectiveness ratings and self perceived gender roles were found. Specifically, masculinity was positively related to female leaders self perceived effectiveness while femininity was negatively related to male leader self perceived effectiveness. Overall, the results of the current study were not consistent with social role theory and role congruity theory. Implications for organizations and women's career development are discussed. Limitations and suggestions for future directions in research are presented.

The goal of the current study was to explore whether personality differentially predicts performance for male and female leaders. The predictive relationship between personality assessment and performance evaluation is a cornerstone of performance management practice. Using the lens of gender stereotype theory, the relationship between personality assessment and performance evaluation was reconsidered. It was hypothesized that the gender stereotypes associated with certain leader personality traits may have a differential impact on the performance evaluations of female leaders. In order to test this, gender as a moderator in the relationship between Hogan personality assessments and multi-rater performance evaluations was examined in a sample of mid- to senior-level leaders at a large multi-national consumer products organization. Results revealed no significant differences in the performance evaluations of male and female leaders. Results provided partial support for the proposition that personality differentially predicts performance for male and female leaders; the traits that predicted performance for female leaders differed from the traits that predicted performance for male leaders. Significant gender differences in personality were broadly consistent with gender stereotypes, but were not central to the relationship between personality and performance. Exploratory analyses revealed that the predictive relationship between personality and performance also varied by leader ethnicity, with personality only significantly predicting performance for White leaders. The predictive relationship between personality and performance also varied intersectionally, with personality only significantly predicting performance for White and non-US male leaders; personality did not significantly predict performance for female leaders of any ethnicity. This study highlights the unique contribution of stereotype theory to the structures of performance management and adds nuance to the conversation on performance evaluation for leaders of non-dominant social identity groups.

The purpose of this study was to investigate and report on college classroom leadership practices and gender, race, age, and gender role orientation using the Student-Leadership Practice Inventory and the Bern Sex-Role Inventory. This study also collected data from five reflective statements. The study used three survey instruments. The respondents were college students attending a two year postsecondary institution in Indiana.The primary research question related to college students' leadership practices in the college classroom. A random sample of 13 courses were identified from the 800 courses offered for the Spring 1995 term. The total number of respondents was 187, 78 were female, 109 were male, 141 were European American, and 37 were African American. The age demographics were 30 under 20 years, 70 between 21-29, 50 between 30-39, 28 between 40-49, and 9 were over 50.The major findings of the study were as follows:1. Both male and female students most often used theleadership practice of Enabling Others to Act.2. The leadership practice of Enabling Others to Act wasdominant in all age groups.3. Both African American and European American respondents used the leadership practice of Enabling Others to Act. 4. Respondents who identified either masculine, feminine, androgynous, or undifferentiated gender role orientation used the leadership practice of Enabling Others to Act.5. Approximately half(52 percent) of the respondents strongly agreed or agreed they did not see themselves as a leader in the classroom, 78 percent agreed or strongly agreed that completing the Student-Leadership Practice Inventory helped them to think of themselves as a leader, and 77 percent strongly agreed or agreed that they will be more aware of their leader behavior having completed the S-LPI.Results of this study indicate that the leadership practice of Enabling Others to Act was the most developed leadership behavior for these college students in these classrooms and that completing the S-LPI caused students to reflect on their leadership. / Department of Educational Leadership

This study examined gender differences in the leadership styles of Division I athletic directors. Perceptions of coaches and the athletic directors, themselves, regarding these styles were assessed. Ten Division I athletic directors (five male, five female) and six coaches (three male, three female) from each of the 10 schools completed a demographic questionnaire and a revised form of the Leader Behavior Description Questionnaire - Form XII.Six separate independent groups t-test indicated no significant differences between the self-perceptions of male and female athletic directors on any of the six factors of leadership. A 2 x'2 x 3 (AD Gender x Coach Gender x Coach) ANOVA with repeated measures on the final two factors showed no significant difference in the perceptions of all coaches of male athletic directors versus all coaches of female athletic directors. The results did demonstrated that the perceptions of male coaches were significantly different from female coaches on the leadership factors of structure, production emphasis, and integration, regardless of the gender of the athletic director. / School of Physical Education

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by Au Oi-Ning, Wong Wai-Man. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1997. / Includes bibliographical references (leaves 51-55). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / ACKNOWLEDGEMENT --- p.v / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Chapter II. --- TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIP --- p.3 / Chapter III. --- LITERATURE REVIEW --- p.9 / Contingent Rewards --- p.9 / Management By Exception --- p.11 / Charisma --- p.13 / Inspiration --- p.15 / Intellectual Stimulation --- p.15 / Individualised Consideration --- p.16 / Chapter IV. --- OBJECTIVES --- p.21 / Chapter V. --- METHODOLOGY --- p.22 / The Sample --- p.22 / Measurement --- p.23 / Analysis Procedures --- p.25 / Chapter VI. --- RESULTS AND ANALYSIS --- p.26 / Findings on Satisfaction and Leadership --- p.26 / Discussion --- p.28 / Charisma --- p.28 / Individualised Consideration --- p.29 / Findings on Perceived Effectiveness and Leadership --- p.31 / Discussion --- p.33 / Charisma --- p.33 / Contingent Rewards --- p.34 / Chapter VII. --- IMPLICATIONS --- p.35 / Chapter VIII. --- SCOPE FOR FURTHER STUDY --- p.37 / APPENDICES --- p.39 / BIBLIOGRAPHY --- p.51

The general purpose of this study was to determine whether there is a difference in self-perception between male and female leaders. The sample group included male and female leaders in a few companies (e.g Fluor, Human Dynamics, The Munt, Rand Merchant Private bank etc) companies. Each manager's self-perception was tested against the way in which others (managers, peers, subordinates) perceive him or her. The difference between the self-rating and that of the others was measured to establish the difference in perception between self and others. The results showed that men were slightly more self-aware than the females. It is recommended that it would be beneficial to find ways in which the environment can be prepared to limit the impact of gender differences on the implementation of the 360 feedback system (or any other performance management system) and to investigate variables such as cultural differences, age and the concept of self-perception. / Indust & Org Psychology / MA(IND AND ORG PSYCHOLOGY)