Feminine-coded traits and behaviors as foundations for effective leadership

This paper addresses the persistent dominance of masculine-coded traits in conceptualizations of effective leadership and its implications for women leaders. Drawing on 35 interviews with women leaders in Poland, we show that although masculine-coded traits and behaviors continue to be viewed as necessary for effective leadership while feminine-coded traits and behaviors are frequently devalued, the latter—particularly those associated with care and caring—are central to effective leadership. By focusing on women leaders’ responses to perceptions of role incongruity, we extend the role congruity theory by re-conceptualizing incongruity as a dynamic process and by emphasizing women’s agency in managing such perceptions. We identify three mechanisms through which women leaders respond to perceptions of incongruity: developing awareness of perceptions of incongruity; placing relationships at the center of effective leadership; and redefining what counts as traits and behaviors that characterize effective leadership.