Authentic Leadership in The State Social Service

Abstract

For a long period of time leadership researchers have shown wide interest regarding gender and leadership, highlighting the differences between women and men (Book, 2000; Bowman, Worthy, & Greyser, 1965). These differences initially considered as an inferiority of women versus men (eg, some authors support the view that women lack the traits and capabilities needed for managerial success, Henning & Jardin, 1977) are reversing recently in advantage of women as superior in leadership roles (Book, 2000; Helgesen, 1990). However, up to 70' academics have almost ignored the interconnection between gender and leadership (Chemers, 1997). After the global economic and social development, and as a result of increasing number of women in management positions, the question raises: "Can women lead?” This theoretical and empirical study aims to answer precisely the question if women own traits, styles and authenticity associated with leadership. Obviously the study is contextualised and deductions can not be claimed because of its inductive nature. However, after a concise fulfilment and comprehensive review of the literature within the framework of the summary table, the study is empirically materialised in the institution of the State Social Service. In this institution, the author has attempted to analyse female leadership through case study method and questionnaires, under three perspectives: that of the leadership traits, styles, and authentic leadership.