YÖNETİCİ BİR KADIN İSE LİDER PROTOTİPİ FARKLILAŞIR MI?
IS THE LEADER PROTOTYPE DIFFERENT IF THE MANAGER IS A WOMAN?

Summary/Abstract: Aim: This study aims to reveal the leader and women leader prototypes in the minds of women and men within the framework of implicit leadership theories. With the leader prototypes in the minds of women and men, the question of whether the prototype they determined to be accepted as a leader differs when a manager is a woman is the main starting point of the research. Method: This study is a comparative quantitative study conducted in order to determine the differences regarding implicit leadership theories in terms of leader-woman leader, considering the gender factor of employees. The sample of the study consists of 307 administrative staff working in Sivas Cumhuriyet University rectorate campus. In the study, Tabak, Kızıloğlu and Türközü's (2013) developed for Turkey "Turkish Implicit Leadership Questionnaire (TILQ)" scale is used. As a result of the factor analysis, leader prototypes were collected under four dimensions: personal morality, versatility-impressive, sensitivity and power. Findings: According to the results of the analysis, there was no difference between the mean values of the participants in terms of gender regarding the general leader prototypes. A statistically significant difference was found between the average values of male and female staff in all sub-dimensions regarding the qualities expected by female managers to be accepted as leaders. No significant difference was observed in any of the sub-dimensions between the expectations of female staff from a leader and their expectations when the manager is a woman. Male personnel, on the other hand, found a difference between the characteristics they regard as a leader and the characteristics they seek to be accepted as a leader and the characteristics that they consider important to be accepted as a leader when the manager is a woman. Results: According to the results of the research, the characteristics required for the female participants to have and accept a leader do not vary according to the gender of the leader. In the minds of the male participants, the leader prototype and the prototype of leadership of female managers differ in personal morality and versatility-impressive dimensions. Consequently, it can be said that leadership prototypes for female managers do not coincide with the ideal leader traits in the minds of men.

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