Cooperative organizational cultures: an important factor in promoting equal gender representation in leadership positions.

Abstract

The present study focuses on understanding the relationship between femininity and leadership intention in employees. Based on the theory of planned behaviour and social role theory, the indirect relationship between feminine gender role identity and leadership intention was analyzed through affective motivation to lead and perceived leadership self-efficacy. Additionally, drawing on person-environment fit theory, feminine gender role identity was examined as a moderator of the relationship between cooperative organizational culture and leadership intention. A cross-sectional survey was administered among a sample of 183 full-time employees and results demonstrated that, controlling for sex, perceived leadership self-efficacy mediated the relationship between feminine gender role identity and leadership intention. In addition, feminine gender role identity acted as a moderator strengthening the relationship between cooperative organizational culture and leadership intention, such that highly feminine individuals in high cooperative organizational cultures showed higher intentions to become leaders than individuals with less feminine identities. Limitations of the study and future research suggestions are discussed.