What women can bring to the boardroom in the post‐Enron era: The role of gender in transformational leadership

Abstract

Purpose

Explains the origins and development of transformational leadership, its relationship to gender, and its value in the boardroom in the post‐Enron era.

Design/methodology/approach

Presents an interview between executive director of RENEW, the Register of Executive and Non‐Executive Women, and the author, who is journal's editor.

Findings

Demonstrates that since the term “transformational leadership” was coined in 1978, it has come to play an increasing part in the corporate world, but is still problematical for some organizations. Presents limited research evidence that women are more likely than men to be transformational leaders.

Practical implications

Argues that, following the problems of Enron, Shell and Equitable Life, business needs to assert its ethical standing again, that women will have a key role in this, and that more companies should have more women on the board.

Originality/value

Highlights ways in which transformational leadership could help organizations to get more from their employees.

Citation

(2005), "What women can bring to the boardroom in the post‐Enron era: The role of gender in transformational leadership", Human Resource Management International Digest, Vol. 13 No. 2, pp. 36-38. https://doi.org/10.1108/09670730510587002