The Effectiveness of Female Authoritative Leadership Style Research

Jinfeng Gao

doi:10.60027/ijsasr.2023.3454

Authors

Jinfeng Gao Ph.D. Student, Chinese Graduate School, Panyapiwat Institute of Management, Nonthaburi, Thailand https://orcid.org/0009-0006-7727-3375

DOI:

https://doi.org/10.60027/ijsasr.2023.3454

Keywords:

Effectiveness; , Female;, Leadership

Abstract

Background and Aims: From the perspective of female authoritarian leadership, this study reveals the role of individualized transactions in the leadership effectiveness of female authoritarian leaders.

Materials and Method: Through literature research, first understand the research status of female leaders' leadership style, analyze the unresolved problems in the existing relevant research, and on this basis, look for important influencing factors from the perspective of management and psychology.

Questionnaire method. In the data collection process of this study, the questionnaire survey method is mainly used to collect primary data from the surveyed objects in a specific area. The questionnaire method first needs to find the measurement scales of all the key variables in the theoretical model proposed in this research.

Results: The results show that female authoritarian leadership negatively affects job performance; collective psychological ownership plays a mediating role between female authoritarian leadership, employee satisfaction, and task performance. In addition, the positive impact of collective psychological ownership and employees' organizational citizenship behavior has been confirmed by data.

Conclusion: Female authoritarian leadership hampers job performance, mediated by collective psychological ownership while fostering positive organizational citizenship behavior. Thus, this paper provides guidance for leaders to choose effective management practices.

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