Gender differences in leadership – believing is seeing: implications for managing diversity

This is the authors' abstract. We don't add key points for this paper.

Purpose Are there “really” gender differences in leadership? Do beliefs regarding gender differences in leadership differ across cultures? And how do these beliefs influence diversity management? This article aims to demonstrate how different beliefs regarding gender differences and leadership can influence company diversity policies and initiatives. Design/methodology/approach First, the authors review the research evidence on the relationship between gender and leadership. Then they explore the effects of gender stereotyping. Furthermore, they consider the role of culture on these beliefs. This review serves as the foundation for the discussion of three different perspectives regarding gender and leadership: gender‐blind; gender‐conscious; and perception‐creates‐reality (or believing is seeing). Findings Adhering to these different paradigms can influence actions taken to managing diversity and human resource policies. Revealing these different paradigms can help companies and managers reassess their diversity practices. Originality/value The paper discusses issues that are of interest to all levels of managers.