Androgyny and LPC as factors in leadership style: a study of effectiveness and interactional processes

Abstract

In a test of the hypotheses that androgynous leaders, and high LPC leaders are the most effective in a task that requires group participation, 50 mixed-sex triads participated in the "Lost at Sea" task and completed questionnaires concerning their leaders' and groups' performance. All groups were videotaped, and verbal behaviors of group members for minutes 3-6 were coded by trained judges. Results indicated that groups led by androgynous leaders made the fewest errors, but masculine leaders were perceived to be the most effective according to group members. Masculine leaders were perceived to be task-oriented, and feminine leaders were seen as more relationship-oriented. Masculine leaders also had the most frequent and longest duration of verbalizations, but androgynous leaders made the most suggestions. Most hypotheses concerning LPC were not confirmed as LPC was not a predictor of effectiveness, task-orientation or relationship-orientation. High LPC leaders did have the most agreement statements. Sex effects included the following: males were perceived as being more effective and more task-oriented; males talked more frequently and for longer durations; males were rated higher on leader satisfaction, but lower on task satisfaction. The results of the present study suggest that while androgyny may be an effective behavioral style for leaders, others may not recognize its effectiveness immediately. Thus, it may take time and effort on the part of the leader to prove its efficacy. An androgynous style for women may be helpful in reducing sex discrimination on the job.