WOMEN LEADERSHIP STYLES AND EMPLOYEE’S EFFECTIVENESS: A CRITICAL REVIEW

Abstract

The concept of a female leadership advantage suggests that women may bring unique qualities to leadership roles that are particularly effective under contemporary conditions. This review synthesizes findings from multiple studies to evaluate the evidence supporting this advantage, focusing on transformational and participative leadership styles that are associated with higher levels of employee satisfaction, commitment, and performance. Despite these strengths, women often face significant barriers due to societal biases and structural constraints, particularly in male-dominated industries. The discussion highlights the importance of organizational context, cultural factors, and the role of gender biases in shaping perceptions of leadership effectiveness. The implications suggest that organizations should implement policies to combat discrimination, promote gender equality, and leverage the unique strengths of female leaders in diverse and complex team environments. Limitations of current research include publication bias, a focus on specific industries, and a lack of longitudinal studies. Future research should explore the female leadership advantage in diverse cultural and organizational contexts, examine the long-term impact on performance, and investigate intersectionality in leadership effectiveness.