This research study examines two recent conceptualisations of leadership that have evolved from previous leadership research. They are the Level 5 leadership theory and the romance of leadership theory. These concepts have been chosen as they represent conflicting perspectives of leadership. The aim of this research study is to investigate whether a recent historical profile of publicity given to a prominent Level 5 leader lends itself to a romance of leadership interpretation. The present study addressed this aim by adopting a research methodology that is qualitative in nature and by utilising archival case history research and theory-based sampling. The two measuring instruments that were used are the items comprising the romance of leadership scale (RLS-C) and archival data. An exemplar of a Level 5 leader that has received ample press coverage, Bill Gates, was chosen. 201 articles from the following five sources and four years were collected and their content analysed: the Wall Street Journal, the Economist, Forbes, Fortune and Business Week in 1990, 1995, 1998 and 2006. The positive period included 1990 and 2006, and negative period 1995 and 1998. Once the 201 newspaper articles were randomly selected, the researcher analysed the content via 17 sub-categories. The eight sub-categories from the principles of Level 5 leadership were used as a criterion to find supportive evidence in the data for the Level 5 leadership theory. The researcher concurrently used the nine items from the RLS-C, which comprised nine sub-categories as a criterion to find supportive evidence in the data for romance of leadership theory. This research study resulted in a follower-centric, non-traditional recognition of leadership as it provided clear support for the romance of leadership theory. In the positive period, subcategory 1 and 5 dominated. Four trends were extracted: Ability, Image, Philanthropy and Innovation, constituting altogether 82 percent of the total propositions. Ability was the most salient trend. In the negative period, sub-categories 1 and 5 dominated. Five trends were extracted: Power, Image, Ability, Innovation and Competition constituting altogether, 85 percent of the total propositions. Power and Image were the most salient trends. Conceptual and methodological reasons for the findings were offered, followed by a discussion of the limitations and some theoretical and practical implications. Finally, future considerations for research were suggested.

Women are paid less than men in comparable occupations when human capital factors are controlled for. This gender pay gap is particularly prominent in upper management where on average female leaders are allocated 30 per cent less pay than male leaders. This thesis examines the underlying causes and the consequences of the gender pay gap in managerial positions by considering the organisational context (i.e., company performance) and social context (i.e., women’s experiences in the workplace) in which these differences emerge. First, three studies identify and examine gender disparities in the way in which performance-based pay is allocated as a function of company performance. Second, a survey study takes the perspective of leaders themselves by considering gender differences in pay-related attitudes and their relationship to distinct gendered experiences in the workplace. An archival study (Study 1, N = 192), an experiment (Study 2, N = 201), and a survey (Study 3, N = 180) investigated the role of gender in the relationship between managerial bonuses and company performance. In studies 1 and 3 the bonuses awarded to men were larger than those allocated to women. Moreover, while the compensation of male leaders was sensitive to performance, such that they received greater bonuses the better their company performed, the bonuses awarded to female directors were not sensitive to performance across all three studies. The psychological processes related to this phenomenon were explored in Study 2. It was found that, for a male leader, increasing company performance simply led to larger performance-related bonuses. However, for a female leader, the allocation of a bonus was based on perceptions of her charisma and leadership ability rather than resulting directly from company performance. v Study 4 examines gender similarities and differences in attitudes towards pay and pay negotiations. In a sample of 180 employees with managerial responsibilities, no gender differences in attitudes about the importance of pay were found. However, while female participants felt less confident than men about asking for pay rises, this was, at least in part, explained by their negative workplace experiences, such as feeling to have to invest more time and effort in order to achieve a pay rise and fearing negative responses when making pay demands. The importance of integrating the organisational and social context in the analysis of the gender pay gap is discussed in light of the limitations of a primarily individualistic approach. The role of the organisational context in moderating the attributional dynamics surrounding pay and evaluation patterns is explained within the framework of literature on the romance of leadership and gender stereotypes. The social context is considered in terms of the role of societal beliefs which may influence women’s decisions to opt out of top managerial jobs and their lack of confidence with pay negotiations. Finally, these findings are used to critique the tendency to blame women themselves for gender disparities in pay and their under-representation in managerial jobs, and instead I argue that it is organisational indifference towards women that perpetuates the gender pay gap.

Rethinking the possible borders of leadership, requires an investigative work which problematizes the principal assumptions upon which leadership discourse is built. From follower-centered approach, this research examines the relational factors that might accelerate the wheel of toxic behaviour in organizations, with a brief critique of the out- dated themes which continue to occupy fair amount of the discourse of leadership, this critique is based on problematizing the perspectives, commonly referred to, as The Romance of Leadership. after doing so, I try to create a counterweight body of work in which I disregard some of leaders domination by focusing on followers instead, consequently, I attempt to introduce possible breakthrough in term of language as an approach to replace old and depreciated terms, as well as, recommendations for countering the radical views toward followers. In addition, I did an empirical investigation to the abovementioned themes by conducting a study in my workplace in order to check the plausibility of the conceptualization I done before, through, and after the empirical phase of this thesis, finally, I presented some personal reflections in regard with the course of study and suggested some ideas concerning the methodology within which this research has functioned.