Running head: GENDER DIFFERENCES IN TRANSFORMATIONAL LEADERSHIP 1

What communication characteristics do females exemplify regarding transformational leadership

compared to their male counterparts?

Karlie M. Lorenz

James Madison University

GENDER DIFFERENCES IN TRANSFORMATIONAL LEADERSHIP 2

Abstract

In an increasingly competitive world, organizations are in need of effective transformational

leadership, whether they are small non-profits or huge multinational corporations. This study

examines the transformational leadership of 200 professors at a coeducational East coast

university. Participants complete an adapted version of Bass and Avolios (1995) Multifactor

Leadership Questionnaire (MLQ) to measure specific communicator characteristics in regards to

transformational leadership, as well as a job satisfaction Likert-type scale questionnaire.

Specifically, this study is intended to understand what communication characteristics do females

exemplify regarding transformational leadership compared to their male counterparts.

GENDER DIFFERENCES IN TRANSFORMATIONAL LEADERSHIP 3

Introduction

In a recent article in Forbes, Kristine Sloan (2017) explains how we are living in a time

of constant innovation and increased connectivity, and this allows for groups and organizations

to be presented with new opportunities to address their challenges and maximize their efficacy.

Given these unique changes, organizations are looking for strong leaders to promote ethical and

successful workplaces. In this increasingly competitive world, organizations face obstacles that

require them to have incredible resilience and creative outlooks. According to (Giampetro-

Meyer, Brown, Browne, & Kubasek, 1998), todays businesses want fewer managers and need

more leaders; they are concerned with how leaders treat their followers and how they enhance

the overall mission of their organizations. It is imperative that the interests of the organizations

and its members are aligned. Leadership is something that every team needs in order to compete

in todays market whether its a small non-profit or a huge corporation. Studies have statistically

proven that there is a positive relationship between effective leadership and the strength of an

organization (Cavazotte, Moreno, & Hickmann, 2012; Hunter et al., 2012; Marta, Leritz, &

Mumford, 2005). Many people would agree with an article written by Stratford Sherman (1995)

in Fortune that stated: The companies that are most successful at developing leaders seem to be

those that are most successful in general.

Scholars have recognized the demand for strong leaders and have deemed

transformational leadership as an important and effective asset for various groups and

organizations (Aryee, Walumbwa, Zhou, & Hartnell, 2012; Braun, Peus, Weisweiler, & Frey,

2013; Cavazotte et al., 2012; etin, Karabay, & Efe, 2012; Flauto, 1999; Gardner & Stough,

2001). More specifically, Gardner & Stough (2001) claimed that organizations that want to

achieve their full potential should realize the strengths of female transformational leaders. In
GENDER DIFFERENCES IN TRANSFORMATIONAL LEADERSHIP 4

fact, several researchers have proven that women are more transformational than their male

counterparts (Arnold & Loughlin, 2013; Bass, Avolio, & Atwater, 1996; Vinkenburg, van

Engen, Eagly, & Johannesen-Schmidt, 2011; Zeinabadi, 2013).

A question is proposed in order to enhance and elaborate these current findings: What

communication characteristics do females exemplify regarding transformational leadership

compared to their male counterparts?

Justifications

There are many benefits in studying the implications of gender differences in

transformational leadership. The first reason is that once organizations recognize the

transformational strengths of women leaders, there will be greater gender equality (Chao, 2017).

Examples of these gender differences are exemplified in the scarcity of women in leadership

positions. The majority of Americans consider men to have an advantage in obtaining leadership

roles compared to women, especially in business and politics. Currently, only 19% of Congress

consists of females and a mere 5% of Fortune 500 companies have women as their CEOs (Pew

Research Center, 2015). Perhaps if women were more self-aware of their transformational

leadership skills, they would realize their full potential.

The next reason to further this research is that transformational leadership is significantly

correlated to ethics and moral identity. Additionally, Tu & Xinxin (2013) emphasized that

transformational leaders communicate morality and organizational ethics to their followers; this

leads to an increase in the intrinsic motivation and commitment of employees. Also, Neubert,

Carlson, Kacmar, Roberts, & Chonko (2009) found that ethical leadership was strongly related to

the ethical behavior of the employees.

GENDER DIFFERENCES IN TRANSFORMATIONAL LEADERSHIP 5

The final motivation for the study is that improving transformational leadership in

general leads to increased job satisfaction and group performance. It is important to evaluate the

gender differences in transformational leadership because organizations require the best leaders

in order to succeed. Transformational leaders contribute to team effectiveness by encouraging

their followers to think innovatively in order to solve problems. They also help followers

visualize the mission of their group and ensure that all ideas are aligned with the teams goals

(Braun et al., 2013). Further examination of this topic is crucial in order to develop a more

consistent definition of transformational leadership and to cultivate a better understanding of

specific communication characteristics that females exemplify to make them stronger

transformational leaders.

Researching the differences in transformational leadership communication competencies

between the sexes is crucial in not only promoting gender equality, but it is necessary for the

ethical decision making and productivity of organizations. The literature examines the elements

of transformational leadership as well as its uses within applied contexts. It also highlights the

reasons supporting the claim that successful transformational leadership is positively correlated

with the success of organizational development. Lastly, the literature provides an analysis of the

differences between the genders in regards to transformational leadership skills within a variety

of applied contexts.

Literature Review

Transformational Leadership Defined

A study that did a great job of defining transformational leadership is (Bass & Avolio,

1996). It compared traits of men and women who were leaders from six North American Fortune

50 firms and evaluated transformational leadership by measuring charisma, inspirational

GENDER DIFFERENCES IN TRANSFORMATIONAL LEADERSHIP 6

motivation, intellectual stimulation, and individualized consideration. This study defined a

transformational leadership a process by which a leader influences the values, ethics, and

motivations of his or her followers by focusing on enhancing their skills. A transformational

leader is defined as someone who understands follower needs and pushes them to want to

achieve their full potential by improving their self-motivation and determination.

Transformational leaders take the time to show genuine empathy and concern for their

followers, while constantly striving to improve themselves. Also, researchers claimed that when

managers were seen to have virtuous characteristics and behaviors, the ethical work climate

began to thrive (Neubert et al., 2009). Another element of transformational leadership is

communication competence. The research was conducted across nine organizations and found

that communication competence was a necessary trait in order to be a successful leader.

Transformational leadership was discussed as being of high quality when the leader is able to

communicate efficiently; this is because it is inherently a social process (Flauto, 1999).

Similarly, West et al. (2003), concluded that what leaders clarified the objectives for a team

projects, the result was in an increased performance of their group.

The definition of transformational leadership can be expanded even more to include

emotional intelligence. A study of 110 high-level managers used a self-report instrument to

measure emotional intelligence. The results showed that the skill of understanding the emotions

of others is a very strong indicator of transformational leadership (Gardner & Stough, 2001). A

study designed to evaluate various leadership traits in Chinese female leaders, added yet another

level to the definition of transformational leadership, claiming that it involves the process of

transforming people and organizations during times of struggle or uncertainty (Chao, 2017).
GENDER DIFFERENCES IN TRANSFORMATIONAL LEADERSHIP 7

Transformational leadership is constantly adapting and evolving to various situations; this is why

researchers have continued to elaborate on its ever-changing definition.

The Benefits of Transformational Leadership

Previous literature indicates that transformational leadership leads to many organizational

benefits and is a strong determinant of effective team performance (Aryee et al., 2012; Braun et

al., 2013; Cavazotte et al., 2012; Geoghegan & Dulewicz, 2008; West et al., 2003). A study

collected data from 134 mid-level managers who worked at a Brazilian energy company. It was

designed to determine the influence of emotional intelligence on transformational leadership and

the management of work-groups. The researchers also studied how transformational leadership

affects the relationship between peoples differences and group success. Their results concluded

that the success of organizational outcomes is directly related to transformational leadership

(Cavazotte et al., 2012).

Additionally, Marta et al. (2005) noted that a good leader impacts the originality of ideas

within a group. It is necessary to understand how leaders stimulate people to think of new ideas

and visions because that is how organizations grow and prosper. A study evaluating the

leadership of television directors concluded that transformational leaders foster relationships

within a group. When people support one another, they are more likely to complete their

objectives and be successful (Murphy & Ensher, 2008). Similarly, results from a study of a

Chinese telecommunication company concluded that transformational leaders act as a role model

for team members to work together in order to share ideas and information. This is beneficial to

organizations because it makes group work more efficient and productive (Aryee et al., 2012).

Likewise, a study of 52 project managers in the United Kingdom, measured the

relationship between a persons transformational leadership and his or her project success
GENDER DIFFERENCES IN TRANSFORMATIONAL LEADERSHIP 8

(Geoghegan & Dulewicz, 2008). It was found that transformational leaders strive to improve the

relationships between team members leading to a more successful outcome. The similar findings

of these studies imply that transformational leadership is an effective tool for the advancement of

organizations and the achievement of goals.

Transformational Leadership and Gender

A wide range of studies in diverse contexts have acknowledged the differences in

transformational leadership between the sexes (Arnold & Loughlin, 2010; Arnold & Loughlin,

2013; Bass et al., 1996; Kark, Waismel-Manor, & Shamir, 2012; Zeinabadi, 2013). Bass &

Avolio (1996) concluded that the public generally sees women as more nurturing compared to

men, and this trait is viewed as an aspect of transformational leadership. Also, women leaders in

the study were consistently perceived to have more transformational leadership skills than men;

they were considered more effective and their followers claimed to be more satisfied. In the same

study, female leaders were reported to have lower passive, laisse-faire, leadership styles. The

research concluded that women leaders were perceived to be more empathetic, caring, and have

more recognition with their followers than their male counterparts.

More evidence supports the claim that women are great transformational leaders. Arnold

& Loughlin (2013), investigated how men and women participate in either participative or

directive transformational leadership within business, government, and military contexts. The

study found that female military leaders were 20% more likely to provide directive examples

than men. Being explicit and direct is an aspect of communication competency within

transformational leadership. Research (Vinkenburg et al., 2011) produced similar findings. The

study specifically evaluated how gender stereotypes about transformational leadership influence

a womans ability to attain a leadership position in an organization. Participants of the study

GENDER DIFFERENCES IN TRANSFORMATIONAL LEADERSHIP 9

believed that women displayed more transformational leadership skills than men. It was

concluded that the minimal promotions of female managers compared to men could not be

explained by participants lack of information about the different leadership styles of sexes.

Effective leadership style is required for most promotions Unfortunately, women may

have to surpass the leadership skills level of men in order to attain the same roles and

responsibilities (Bass, 1999). Additionally, research by Arnold & Loughlin (2010) on senior

Canadian leaders in the public and private sphere, provides evidence to believe that females were

reported to be three times more self-sacrificial in their leadership behaviors than men. It was also

found that when men do engage in self-sacrificial behaviors, they are more likely to voice why

they are performing the action than women. When it comes to well-being or success of their

organizations, transformational leaders are extremely self-sacrificial.

These findings support the claim that women possess more transformational qualities

than men. A study claimed that female leaders have the ability to address ethical and moral

situations in the work place; it was designed to measure gender differences in transformational

leadership among Iranian principals found that female principals had significantly higher

transformational leadership skills, which was directly related to organizational citizenship

behavior. Female principals were more likely to have their teachers/followers volunteer their

own time to help students and agree to assist incoming staff. (Zeinabadi, 2013).

A final study, (Kark et al., 2012), examined bank managers in whether leaders were

perceived, by their employees, to be more effective when they had masculine, feminine, or

androgynous characteristics. The results concluded that managers who possessed the most

androgynous characteristics received the highest ratings compared to masculine and feminine

characteristics. Additionally, the study claimed that should a leader have to pick between just
GENDER DIFFERENCES IN TRANSFORMATIONAL LEADERSHIP 10

masculine and feminine traits, he or she should choose the feminine characteristics. Interestingly

enough, managers, in general, were perceived to have more masculine characteristics. The

research concluded that both genders have the ability to be more effective leaders if they develop

more androgynous qualities. All of these studies have supported the claim that women possess

more transformational leadership traits.

Methodology

Sample

This study focuses on measuring transformational leadership among 200 professors at a

public coeducational East coast university with a population of 21,000 students. In order to be

considered for the study, participants are required to have at three years of experience in higher

education and have served a minimum of at least one year in their current position. They are also

required to have a doctorate degree. The participants are recruited using a volunteer sampling

method. The researchers send an email to all of the department heads at the university. The email

includes the purpose of the study as well as information regarding confidentiality and a link to

the online survey. It asks each department head to forward the email to his or her faculty and

encourage them to participate in the study. The participants are able to visit the attached survey

link in the email; this way the survey remains anonymous.

Variables

The independent variable in this study is a persons sex and the dependent variable is

communication characteristics of transformational leadership. Job satisfaction is also measured

because it is a confounding variable.

Analysis
GENDER DIFFERENCES IN TRANSFORMATIONAL LEADERSHIP 11

The participants are provided information about the study aims and confidentiality, but

the researchers have specifically withheld the information that the study is examining gender

differences in transformational leadership. The participants are simply informed that the study is

about educational leadership.

The study will consist of a survey that includes items that are categorized into two

sections. The first part of the survey will include scales designed to measure specific

communication competencies in transformational leadership. The questions are adapted from an

existing leadership instrument (List the instruments that have been used) that assess important

aspects of transformational leadership including individualized consideration, influence ability,

empowerment, intellectual stimulation, and inspirational motivation. The questions are assessed

using five-point Likert-Type scales; unsure was added as an option to make the questions

exhaustive. Some statements include I provide others with assistance in exchange for their

efforts and I focus attention on irregularities, mistakes, exceptions, and deviations from

standards.

The second part of the survey will measure job satisfaction with statements including I

like the people I work with and I am content with my current position. These statements will

be measured through Likert-Type scales as well. The results from this section are used to

determine if transformational leadership ratings are impacted high or low job satisfaction.

Once the participants submit their surveys, the researcher calculates the number of

positive communicator characteristics related to transformational leadership in each subject. This

is done by adding all of the positive traits and subtracting the negative traits to formulate a score.

The researcher also takes into account the participants job satisfaction levels. Finally, the
GENDER DIFFERENCES IN TRANSFORMATIONAL LEADERSHIP 12

researcher determines if gender has an influence on the communicator characteristics of

transformational leadership.

Permissions & Limitations

This study evaluates the differences of transformational leadership communication

characteristics between the sexes, meaning males and females. Although the survey will ask the

participants to answer what sex they are, with the possible answers being male, female, and

other, it does not take into account gender. Further research should be done to develop a study

that not only includes male and female categories, but a persons gender identity including

masculinity, femininity, and androgyny. These concepts are difficult to recognize in this study

because they are based on societal assumptions that are dynamic and constantly changing over

time. For this reason, the studys independent variable is sex.

Another limitation of this study is that the sample recruiting process is on a volunteer

basis. For this reason, the sample may not be truly representative of the university if only a

certain type of people decides to participate in the study. In order to have a better understanding

of what professors are volunteering for the study, the survey will ask them to indicate what

department they are a part of. This may not lead to a representative sample, but if one department

is dominating the sample population, the researcher will know.

Conclusion

The purpose of this study is to promote gender equality in leadership roles and to foster

ethical and moral organizations that are successful and satisfactory by understanding what

communication characteristics females exemplify regarding transformational leadership

compared to their male counterparts. Transformational leadership communication characteristics

among the sexes are important to study because effective leadership is crucial for any
GENDER DIFFERENCES IN TRANSFORMATIONAL LEADERSHIP 13

organization to thrive and prosper. Bass & Avolio (1996) claimed that it seems clear that

organizations that maintain glass ceilings preventing the selection and promotion of women for

positions of leadership may end up reducing the effective utilization of their personnel (p. 30).

Men and women should have their skills tested to determine what aspects of leadership are

strong and what parts need development. Improving transformational leadership is crucial to the

success of any organization, and the skills of women need to be recognized.

GENDER DIFFERENCES IN TRANSFORMATIONAL LEADERSHIP 14

References

Arnold, K. A., & Loughlin, C. (2010). Individually considerate transformational leadership

behavior and self sacrifice. Leadership & Organization Development Journal, 31, 670-

686. doi:10.1108/01437731011094748

Arnold, K. A., & Loughlin, C. (2013). Integrating transformational and participative versus

directive leadership theories examining intellectual stimulation in male and female

leaders across three contexts. Leadership & Organization Development Journal, 34, 67-

84. doi:10.1108/01437731311289974

Aryee, S., Walumbwa, F. O., Zhou, Q., & Hartnell, C. A. (2012). Transformational leadership,

innovative behavior, and task performance: Test of mediation and moderation process.

Human Performance, 25, 1-25. doi:10.1080/08959285.2011.631648

Bass, B. M. (1999). Two decades of research and development in transformational leadership.

European Journal of Work and Organizational Psychology, 8, 9-32. Retrieved from

http://dx.doi.org/10.1080/135943299398410

Bass, B., & Avolio, B.J. (1995) Multifactor Leadership Questionnaire [Measurement

Instrument]. Retrieved from http://www.mindgarden.com/16-multifactor-leadership-

questionnaire

Bass, B. M., Avolio, B. J., & Atwater, L. (1996). The transformational and transactional

leadership of men and women. International Association of Applied Psychology, 45, 5-

34. doi:10.1111/j.1464-0597.1996.tb00847.v

Braun, S., Peus, C., Weisweiler, S., & Frey, D. (2013). Transformational leadership, job
GENDER DIFFERENCES IN TRANSFORMATIONAL LEADERSHIP 15

satisfaction, and team performance: A multilevel medication model of trust. The

Leadership Quarterly, 24, 270-283. Retrieved from http://dx.doi.org/10.1016/j.leaqua.20

12.11.006

Cavazotte, F., Moreno, V., & Hickman, M. (2012). Effects of leader intelligence, personality and

emotional intelligence on transformational leadership and managerial performance. The

Leadership Quarterly, 23, 443-455. doi:10.1016/j.leaqua.2011.10.003

etin, M., Karabay, M. E., & Efe, M. N. (2012). The effects of leadership styles and the

communication competency of bank managers on the employees job satisfaction: The

case of Turkish banks. Procedia, 58, 227-235. doi: 10.1016/j.sbspro.2012.09.996

Chao, C. C. (2017). The Chinese female leadership styles from the perspectives of trait and

transformational theories. China Media Research, 13, 63-73. Retrieved from

http://www.chinamediaresearch.net

Flauto, F. J. (1999). Walking the talk: The relationship between leadership and communication

competence. The Journal of Leadership Studies, 6, 86-97. Retrieved from:

http://journals.sagepub.com/doi/abs/10.1177/107179199900600106

Gardner, L., & Stough, C. (2001). Examining the relationship between leadership and emotional

intelligence in senior level managers. Leadership & Organization Development Journal,

23/2, 68-78. doi:10.1108/0143773021041919 8

Geoghegan, L., & Dulewicz, V. (2008). Do project managers leadership competencies

contribute to project success. Project Management Journal, 39, 58-67. doi:10.1002/pmj

Giampetro-Meyer, A., Brown, T. S. J., Browne, M. N., & Kubasek N. (1998). Do we really want

more leaders in business? Journal of Business Ethics, 17, 1727-1736. Retrieved from

https://philpapers.org/rec/GIADWR-2
GENDER DIFFERENCES IN TRANSFORMATIONAL LEADERSHIP 16

Hunter, E. M., Neubert, M. J., Perry, S. J., Witt, L. A., Penney, L. M., & Weinberger, E. (2013).

Servant leaders inspire servant followers: Antecedents and outcomes for employees and

the organization. The Leadership Quarterly, 24, 316-331. doi:10.1016/j.leaqua.2012.12.

001

Kark, R., Waismel-Manor, R., & Shamir, B. (2012). Does valuing androgyny and femininity lead

to a female advantage? The relationship between gender-role, transformational leadership

and identification. The Leadership Quarterly, 23, 620-624. doi:10.1016/j.leaqua.2011.12.

012

Marta, S., Leritz, L. E., & Mumford, M. D. (2005). Leadership skills and the group performance:

situational demands, behavioral requirements, and planning. The Leadership Quarterly,

16, 97-120. doi:10.1016/j.leaqua.2004.04.004

Murphy, S. E., & Ensher, E. A. (2008). A qualitative analysis of charismatic leadership in

creative teams: The case of television directors. The Leadership Quarterly, 19, 335-352.

doi:10.1016/j.leaqua.2008.03.006

Neubert, M. J., Carlson, D. S., Kacmar, M. K., Roberts, J. A., & Chonko, L. B. (2009). The

virtuous influence of ethical leadership behavior: Evidence from the field. Journal of

Business Ethics, 90, 157-170. doi:10.1007/s10551-09-0037-9

Pew Research Center. (2015, January 14). Women and Leadership: Public Says Women are

Equally Qualified, but Barriers Persist. Retrieved from http://www.pewsocialtrends.org

/2015/01/14/women-and-leadership/st_2015-01-14_women-leadership-3-01/

Sherman, S. (1995, November 27). How tomorrows leaders are learning their stuff leadership

cant be taught, but can be learned. winning companies are creating programs to help

people grow. Fortune. Retrieved from http:/archive.fortune.com

GENDER DIFFERENCES IN TRANSFORMATIONAL LEADERSHIP 17

Sloan, K. (2017, May 19). What kind of leadership do the worlds toughest challenges need?

Forbes. Retrieved from https://www.forbes.com

Tu, Y., & Xinxin, L. (2013). How ethical leadership influence employees innovative work

behavior: A perspective of intrinsic motivation. Journal of Business Ethics, 116, 441-455.

doi:10.1007/s10551-012-1455-7

Vinkenburg, C. J., van Engen, M. L., Eagly, A. H., & Johannesen-Schmidt, M.C. (2011). An

exploration of stereotypical beliefs about leadership styles: Is transformational leadership

a route to womens promotion. The Leadership Quarterly, 22, 10-21.

doi:10.1016/j.leaqua.2012.12.003

West, M. A., Borrill, C. S., Dawson, J. F., Brodbeck, F., Shapiro, D. A., & Haward, B. (2003).

Leadership clarity and team innovation in health care. The Leadership Quarterly, 14,

393-410. doi:10.1016/S1048-9843(03)00044-4

Zeinabadi, H. R. (2013). Social exchange outcomes of transformational leadership comparing

male and female principals of public primary schools in Iran. International Journal od

Educational Management, 27, 730-743. doi:10.1108/IJEM-04-2012-0051

GENDER DIFFERENCES IN TRANSFORMATIONAL LEADERSHIP 18

Appendix A

Screening Questions

Please read the directions carefully and answer each question to the best of your ability.

1. Are you a professor at the university?

a. Yes

b. No (If no, you are finished with this survey. Thank you for your time.)

2. Have you received a doctorate in your field of study?

a. Yes

b. No (If no, you are finished with this survey. Thank you for your time.)

3. Have you been working in higher education for three years or more?

a. Yes

b. No (If no, you are finished with this survey. Thank you for your time.)

4. Have you been working in your current position for one year or more?

a. Yes

b. No (If no, you are finished with this survey. Thank you for your time.)

5. What is your biological sex?

a. Male

b. Female

c. Other

6. What academic department(s) do you work in at the University?

________________________
GENDER DIFFERENCES IN TRANSFORMATIONAL LEADERSHIP 19

Appendix B

Transformational Leadership Survey

This survey has been adapted from and Avolios (1995) Multifactor Leadership Questionnaire

(MLQ), and it is specifically designed to measure competencies in educational leadership. Please

read the directions carefully and answer each question to the best of your ability. Read the

following statements and circle one response for each.

1. I treat others as individuals rather than just as members of the group.

Unsure - Not at all - Once in a while - Sometimes - Fairly often - Frequently, if not always

2. I suggest new ways of looking at how to complete assignments.

Unsure - Not at all - Once in a while - Sometimes - Fairly often - Frequently, if not always

3. I instill pride in others for being associated with me.

Unsure - Not at all - Once in a while - Sometimes - Fairly often - Frequently, if not always

4. I talk about my most important values and beliefs.

Unsure - Not at all - Once in a while - Sometimes - Fairly often - Frequently, if not always

5. I talk optimistically about the future and have a positive attitude.

Unsure - Not at all - Once in a while - Sometimes - Fairly often - Frequently, if not always

6. I re-examine critical assumptions and deem whether they are appropriate.

Unsure - Not at all - Once in a while - Sometimes - Fairly often - Frequently, if not always

7. I work hard teaching and coaching.

Unsure - Not at all - Once in a while - Sometimes - Fairly often - Frequently, if not always

8. I provide others with assistance in exchange for their efforts.

Unsure - Not at all - Once in a while - Sometimes - Fairly often - Frequently, if not always

9. I focus attention on irregularities, mistakes, exceptions, and deviations from standards.

GENDER DIFFERENCES IN TRANSFORMATIONAL LEADERSHIP 20

Unsure - Not at all - Once in a while - Sometimes - Fairly often - Frequently, if not always

10. I fail to interfere until problems become serious.

Unsure - Not at all - Once in a while - Sometimes - Fairly often - Frequently, if not always

11. I avoid getting involved when important issues arise.

Unsure - Not at all - Once in a while - Sometimes - Fairly often - Frequently, if not always

12. I motivate others to do more than they expected to do.

Unsure - Not at all - Once in a while - Sometimes - Fairly often - Frequently, if not always

13. I am effective in meeting others needs.

Unsure - Not at all - Once in a while - Sometimes - Fairly often - Frequently, if not always

14. I use methods of leadership that are satisfying to others.

Unsure - Not at all - Once in a while - Sometimes - Fairly often - Frequently, if not always

15. I am approachable and easy to talk to.

Unsure - Not at all - Once in a while - Sometimes - Fairly often - Frequently, if not always
GENDER DIFFERENCES IN TRANSFORMATIONAL LEADERSHIP 21

Appendix C

Job Satisfaction Survey

This survey is specifically designed to measure job satisfaction levels. Please read the directions

carefully and answer each question to the best of your ability. Read the following statements and

either agree or disagree with each of the following statements by circling one response for each.

1. I like the people I work with

Strongly Disagree Disagree Dont Know Agree Strongly Agree

2. I am content with my current position.

Strongly Disagree Disagree Dont Know Agree Strongly Agree

3. My job offers opportunities for personal growth and development.

Strongly Disagree Disagree Dont Know Agree Strongly Agree

4. My job offers me the freedom to make my own choices.

Strongly Disagree Disagree Dont Know Agree Strongly Agree

5. I am proud of what I accomplish at work.

Strongly Disagree Disagree Dont Know Agree Strongly Agree

6. My job is interesting and exciting.

Strongly Disagree Disagree Dont Know Agree Strongly Agree

7. I am satisfied with my current pay for this position.

Strongly Disagree Disagree Dont Know Agree Strongly Agree

8. I enjoy work more than leisure time.

Strongly Disagree Disagree Dont Know Agree Strongly Agree

9. I like my job more than the average person does.

Strongly Disagree Disagree Dont Know Agree Strongly Agree