Determinants of Collaborative Leadership: Civic Engagement, Gender or Organizational Norms?

This analysis attempts to unravel competing explanations of collaborative leadership styles of state legislative committee chairs. Specifically, the paper considers the influence of community or volunteer experience, gender, and institutional variables. The data show that women chairs are more likely than their male peers to cite as valuable the leadership skills and experiences that they gain through community and volunteer experience. Compared to their male colleagues, women committee chairs on average also report a greater reliance on collaborative strategies in the management of their committees. Prior community or volunteer experience has little or no direct effect on collaborative styles. In contrast, institutional factors have a much stronger and countervailing influence. Legislative professionalization produces a strong negative effect on collaborative style. Results suggest that conformity to institutional norms may be a more compelling influence than prior community experience. The analysis also points to the gendered nature of organizational leadership with men's and women's styles showing different associations to style depending on the number and power of women in a legislature.Yeshttps://us.sagepub.com/en-us/nam/manuscript-submission-guideline

Management Activity and Program Performance: Gender as Management Capital

Do men and women manage differently? Do their efforts have different impacts on public program performance? Building from a formal treatment of public management and performance, this study investigates how the interaction of gender and management strategies influences organizational performance. Focusing on several hundred public organizations and their top managers over a three-year period, the analysis maps the gender question onto Mark Moore's distinction among managing upward toward political principals, downward toward organizational agents, and outward toward the networked environment. Findings indicate that women and men as top managers have different performance impacts, and these impacts vary by managerial function as well