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Discrepancies in Self/Subordinates’ Perceptions of Leadership Behavior

Leader’s Gender, Organizational Context, And Leader’s Self-Monitoring

Roya Ayman

Illinois Institute of Technologyayman{at}iit.edu

Karen Korabik

University of Guelph

The focus of this study was on how a leader’s gender, the organizational context (in-role vs. out-of-role), and self-monitoring ability related to discrepancies between the leader’s self-perceptions and group members’ perceptions of the leader’s consideration and initiating structure behaviors. Forty-nine male and 49 female leaders from industrial and educational settings, as well as members of their work teams, participated in this survey research. Results indicated greater discrepancies for women leaders in industrial settings (e. g., banking, accounting, and manufacturing) than for female leaders in education and male leaders in industry. In addition, discrepancies in perceptions of initiating structure were highest for high self-monitoring female leaders in industry. These results were explained from actor-observer difference, expectation states, and gender stereotype perspectives.

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