The aim of this study was to determine whether there was a difference in the leadership behaviors exhibited by male and female project managers and whether there was a difference in how male and female project managers viewed important project leadership behaviors. The study employed the Multifactor Leadership Questionnaire to gather leadership data from 66 project managers from the Project Management Institute's current membership. Using a quantitative, nonexperimental research methodology and nonparametric statistical techniques, it was determined that male and female project managers perceive a transformational style of leadership as more important over transactional or passive leadership and both genders actually used transformational leadership behaviors most often. Although there were statistically significant differences in leadership views and behaviors between the genders at the subscale level, the differences at the transformational and transactional leadership level were not statistically significant and should not be considered evidence that male and female project managers have different perceptions of important leadership behaviors or that they use different leadership behaviors to lead their project teams.
|Subjects||Management; Gender studies|
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