From management to leadership: a comparative analysis of leadership styles among women in academic hierarchies

Abstract

Subtle yet powerful leadership dynamics shape the journey of women in leadership trajectories. This study explored the leadership styles adopted by women in top leadership positions in Indian higher education universities compared to those of women in middle management level positions. Using the Multifactor Leadership Questionnaire, the study analyzed the responses of 136 women and found that transformative leadership behaviors, such as building trust, acting with integrity, inspiring others, and encouraging innovation, were more pronounced in women at top leadership positions. However, women in middle management positions had more transactions in their leadership behaviors. Welch’s t-test confirmed statistically significant differences in leadership styles adopted by women across leadership behaviors. The effect size calculations reaffirmed these differences, indicating a significant association between transformational leadership style and career advancement. These findings highlight that developing transformational leadership behaviors can help women enter higher leadership positions. The uniqueness of this study lies in its comparison of leadership styles among women in academic hierarchies in the Indian context. This study advances theory and practice by comparing leadership styles and extending leadership development theory to gendered career advancement.