Research Paper on:
Leadership and Gender Differences

Unformatted Sample Text from the Research Paper:
were perceived as being unorganized. These days, of course, we know that women leaders exhibit strong traits that make them effective, as two men leaders. In this paper,  we will exam the leadership skills of Kim Wang, a fictitious woman who is making her way up the corporate ladder. For  one thing, Kim differs from her counterpart in that she might rely on the leadership skill known as "transformational leadership" (Burke and Collins, 2001). Such leadership means that Kim is  strong many management skills, including coaching, developing and communicating (Burke and Collins, 2001). Kims transformational leadership style means she is likely to develop positive relationships with subordinates, which would help  strengthen workforce and organizational performance (Burke and Collins, 2001). Transformational leaders are able to encourage employees to look beyond themselves, and to work for the good of the company (Burke  and Collins, 2001). One of Kims male colleagues on the other hand, might follow the contingent reward leadership module (Burke and Collins, 2001). These leaders consider relationships with subordinates in  terms of service/reward trade-offs -- in other words, they try to motivate workers by offering suitable rewards and recognition for good performance (Burke and Collins, 2001). In the style of  leadership, managers let subordinates know what is expected of them, and what they can hope to receive if they meet specific objectives (Burke and Collins, 2001). In certain studies however,  it was revealed that both men and women leaders could be either transformational leaders or contingent reward leaders (Burke and Collins, 2001; see also Van Engen et al, 2001). In  fact, various studies among subordinates have proven there is very little difference in most cases between the management style of men and women (Burke and Collins, 2001; see also Van