Behaviors, and Relationships on Leadership Development Many studies have concluded that gender can influence transformational leadership and leadership traits and that gender has a positive impact on transformational leadership and leadership traits. Studies have also found that there are gender differences between male and female. The purpose of this paper is to investigate the link between gender, leadership traits and transformational leadership. This review explores the relationship as viewed from Human Resource Management Strategy (HRMS). Empirical evidence regarding this link is still lacking; therefore, this paper discusses the impacts of gender as a moderator in the relationship. Finally, a conceptual model and appropriate methodology are proposed.
Changes in the market place and work force over the two decades have resulted in the need for leaders to become more transformational and less transactional if they were to remain effective
(1). Transformational Leadership (TL) style has captured the interest of many researchers in the field of organizational leadership. The major rationale behind the introduction of TL is the leader’s ability to stimulate the follower to execute more than what the follower planned to execute
(2). At the same time, gender is important in the evaluation of male and female executive leadership and plays a focused role. The formal spot proposes a level playing scope; private conversations reveal that gender-based assessment of leadership creates a tilt that works against women
(3). On the other hand, human resource has been considered as another significant factor for an organization to obtain emulative benefits and achieve organizational purposes since the growth and currency of firm resource-based views. Thus since 1980, the human resource management strategy has become a significant growing subject for human resource management
(4). The purpose of this paper is to investigate the link between leadership traits and transformational
leadership. This paper is divided into two major parts. The first part addresses the theoretical and methodological
issues related to the effect of gender on the relationship between leadership traits and TL as viewed from HRMS.
The second part presents a framework of a model of the relationship between gender, leadership traits, TL and
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