Authentic management as a moderator of the relationship between the congruence of gender role identity - gender management characteristics, and leader-member exchange (LMX)
This study examines the effect of the congruence of gender role identity (androgynous/non-androgynous) and gender management characteristics (communal/agentic) on the quality of leader-member exchange (LMX); also whether authentic management is a variable that moderates this relationship. The study hypothesized the existence of a positive relationship between gender role identity and gender management characteristics with the quality of LMX. An additional hypothesis was that authentic management moderates and explains this relationship. The sample included 120 women subordinates managed by women. The respondents completed a questionnaire, in which they were requested to evaluate and describe their perception of their manager according to the study variables: gender role identity (androgynous/non-androgynous), gender management characteristics (communal/agentic), the quality of LMX, and the degree of authenticity that characterized their management style. At the same time, 24 managers were asked to complete a questionnaire that dealt with the quality of their leader-member exchange (LMX). The findings supported all of our hypotheses and indicated a positive relationship between the variables. When gender role identity and gender management characteristics are congruent, the quality of LMX is perceived as higher. In addition, we found that authentic management is indeed a moderating variable. That is to say, the relationship between the congruence of gender role identity and gender management characteristics and LMX is moderated and explained by authentic management. Additional findings point to the gap between managers and subordinates when evaluating and reporting LMX. When no congruence was found, there was a gap between the managers' and subordinates' reports, i.e., the managers evaluated LMX as higher. On the other hand, when congruence was found there were no significant differences between subordinates' and managers' reports regarding LMX.
| Main Authors: | , |
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| Format: | Digital revista |
| Language: | English |
| Published: |
Colegio Oficial de la Psicología de Madrid
2014
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| Online Access: | http://scielo.isciii.es/scielo.php?script=sci_arttext&pid=S1576-59622014000200002 |
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| Summary: | This study examines the effect of the congruence of gender role identity (androgynous/non-androgynous) and gender management characteristics (communal/agentic) on the quality of leader-member exchange (LMX); also whether authentic management is a variable that moderates this relationship. The study hypothesized the existence of a positive relationship between gender role identity and gender management characteristics with the quality of LMX. An additional hypothesis was that authentic management moderates and explains this relationship. The sample included 120 women subordinates managed by women. The respondents completed a questionnaire, in which they were requested to evaluate and describe their perception of their manager according to the study variables: gender role identity (androgynous/non-androgynous), gender management characteristics (communal/agentic), the quality of LMX, and the degree of authenticity that characterized their management style. At the same time, 24 managers were asked to complete a questionnaire that dealt with the quality of their leader-member exchange (LMX). The findings supported all of our hypotheses and indicated a positive relationship between the variables. When gender role identity and gender management characteristics are congruent, the quality of LMX is perceived as higher. In addition, we found that authentic management is indeed a moderating variable. That is to say, the relationship between the congruence of gender role identity and gender management characteristics and LMX is moderated and explained by authentic management. Additional findings point to the gap between managers and subordinates when evaluating and reporting LMX. When no congruence was found, there was a gap between the managers' and subordinates' reports, i.e., the managers evaluated LMX as higher. On the other hand, when congruence was found there were no significant differences between subordinates' and managers' reports regarding LMX. |
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