Feminine traits improve transformational leadership advantage: investigation of leaders’ gender traits, sex and their joint impacts on employee contextual performance

Abstract

Purpose

This research aims to examine the indirect relationship between feminine traits and employee contextual performance through transformational leadership. Additionally, it explored the role of leaders’ sex in moderating the relationship between feminine traits and transformational leadership through a moderated mediation model that subsequently influences employee contextual performance.

Design/methodology/approach

This study tested and validated the moderated mediation model using a two-wave survey with 295 samples. Bootstrapping was adopted for model testing.

Findings

The results indicated that leaders’ sex moderated the relationship between feminine traits and employee contextual performance through transformational leadership, such that the indirect effect was stronger for female leaders than for male leaders.

Practical implications

Female leaders can improve employee contextual performance by demonstrating transformational leadership with feminine traits. Organizations must implement measures (i.e. training) to promote the acceptance and application of leader gender and gender-role trait diversity, reduce the prevalence of gender stereotypes and help leaders benefit from learning and implementing the effective combination of leadership and feminine traits.

Originality/value

The study demonstrated the joint effects of leaders’ sex (difference) and gender-role traits on employee contextual performance through transformational leadership. These results provide female leaders with feminine traits to gain a leadership advantage and an in-depth understanding of role congruity theory from the perspective of leadership effectiveness.

Citation

Chen, S.-C. and Shao, J. (2022), "Feminine traits improve transformational leadership advantage: investigation of leaders’ gender traits, sex and their joint impacts on employee contextual performance", Gender in Management, Vol. 37 No. 5, pp. 569-586. https://doi.org/10.1108/GM-06-2020-0167