This document reviews literature on the impact of leadership styles on gender equality in male-dominated organizations. It discusses that leadership can be assigned based on position or emergent based on influence. Certain qualities like integrity and determination are demonstrated by leaders. Leadership styles can enable or hinder gender equality depending on if they are agreeable, motivating, and open. Research has found that women often face barriers to promotion in male-dominated fields and it is important to evaluate leadership styles' impact on gender equality in these organizations. Autocratic styles with one-way information flow and lack of participation can discourage employees while knowledgeable leaders who treat people with fairness can gain compliance.

1. 2.1Introduction
ThisThissectionofthepaperreviewstheliteraturewhichhasbeenusedbyother
peopleinconnectingtotheleadershipstyles,aswellastheirimpactongenderand
equality,especiallyinamaledominatedentity.Oneorganizationincludedinthe
studyisABCAutoShop.Theresearchworkofothersandmaterialsgivebasisinthe
formationofagreatargumentintermsofansweringaspecificresearchquestion.
Bydefinition,leadershipreferstothecriticalmanagementamongemployees,
subordinatesorfollowersinamoreorganizedway,withthepurposeofattainingthe
samesamegoal.AsexplainedbyNorton(2012,p.7)“leadershipisasituationthatdwells
in the contextinvolving interaction between followers and leaders,making
leadership wellavailableto everyone.”Leadership can eitherbeassigned or
emergent,whereassignedleadershipisbasedsimplyonaperson’spositioninan
organization,oraspecificoffice.Ontheotherhand,emergentleadershiprefersto
thetypeofleadershipinwhichpeopleassumesthatsomeoneiscapableofleading
them.The difference between these types ofleaderships is thatemergent
leadershipleadershipisachievedwiththehelpofotherpeople,sincetheindividualisinfluential
regardlessofthetitlethatthepersonhasintheorganization.
Therearecertainqualitiesthataredemonstratedbyleaders,makingthem
standoutfromtherestoftheotherworkmatesoremployeesinaworkplace.Aleader
thatisdependableisnotjustskilled,butcompetentatthesametime.Aleader
shouldalsosetanexampletofellowemployeesandsubordinatesbecausetheyact
asthemirrorofthecompany.Matthews(2001,p.108)explainsthataneffectiveand
efficientleadershouldbeequippedwiththreeimportantthings.One,theyneedtobe
abletounderstandpeople,havegenuineloveforthepeopletheyareleading,and
ththeyshouldalsobeabletohelptheirfollowers.
Chapter2:LiteratureReview
WhatistheImpactofLeadershipStyleson
IssuesSurroundingGenderandEqualityin
aMaleDominatedEntity?

2. Byperformingthisstudy,itiseasytoutilizethedataforthepurposeof
comparison,andindeductingthetypeofleadershipstylethatismorerelatedtothis.
AsexplainedbyNorton(2012,p.21),themajorqualitiesinleadershipareintegrity,
intelligence,determination,sociabilityandself-confidence.Theleadershipstyles
alsoenablegenderequalityandsensitivitytobeapplicableonlyifthetypeof
leadershipuseddisplaysthem.Aleaderneedtobeagreeablewithemployees,
motivatingthem.Heorsheshouldalsohavecognitiveabilities,sociable,andopen.
TheTheworkplaceisrunandheadedthroughvariousstylesofleadership.Most
organizationsthataremaledominated,suchasinthecarmanufacturingfieldis
managedinawaythatwomenalwayshavetofacetheglassceiling,sotosay.This
situationmeansthatwomenusuallytakealongtimebeforetheygetpromoted,or
begiventhechancetoheadanorganization.
Becauseoftheleadershipstylesrelatedtogender,“itisthewomenwhoare
usuallythefocusofcommondiscussionsregardingtheimpactofgenderonan
organization’sleadership”(Eagle&Call2009,p.784).Thereasonbehindthisis
becausemenusuallyholdtheirpositions,withthevariousstylesofleadershipbeing
defined.Assuch,thereisnomoreneedtostudythemfurther.Forthisveryreason,it
isveryimportanttouseandevaluatetherelevantstylesonleadershipwhenit
comestodeterminingwhetheranytypeofgenderequalityisbeingpracticedin
ororganizationsthataremaledominated(AllenandSawyer2012,p.238).Eventhough
researchhasalreadybeencompletedfocusingontheinfluenceofwomen,onlylittle
agreementhas been achieved on how women actuallylead.Mostofthese
agreementsarebasedpurelyontheconceptoffeminism,focusingonlyonwhy
womenwerenotabletoleadratherthanfocusingonthedifferentleadershipstyles
whichimpactsgenderequality(GraffandMartin2012,p.317).Theanalysisof
leadership and genderis considered a broad subject,where the socialrole
perspectiperspectiveconsidersthebehavior,togetherwithsomeexpectationsthatconstitute
theso-calledgenderroles.

3. Theissueinvolvinggenderrolesandleadershipwithintheworkplaceisnotjust
characterizedbyhierarchicalpositioning,butalsobythelimitationsandconstraints
ofgenderroles.Thisisbeingprovenbyresearchwhichiscarriedintheorganization
understudy.Genderisalsousedinmaintainingimplicitbackgroundofrolesinthe
workplace.Leaderswhodependongendertendtobehavedifferentlywithinthe
workplace(Gopher,MannaandDenson2005,p.8).Somemayevenhavedemocratic
behaviorusedinencouragingsubordinateswhileothersshowautocraticbehavior
thatthatendsupdiscouragingtheparticipationofemployeesandsubordinatesinthe
processofdecisionmaking(LuschiaandAmmon2012,p.154).
Thedomineeringandself-governingbehaviorsalsohavethesameattributes
suchasindirectiveandparticipativeleadership.Forexample,menareviewedas
morecontrollinganddominant,whichmeansthattheycanbemoredirectiveand
autocraticcomparedtowomen.Thisisalsoportrayedinthestudyconductedinthe
organization.
GillsandMcLawrence(2011,p.164)notedthattheautocraticformofleadership
isatypeofleadershipwhereintheleaderistheonewhomakesthedecision.The
ideasandinformationflowform asingledirection,thatis,from themanagement,
goingtotheworkers.Theseautocraticleadersarealsoviewedasheavymindedand
narrowmindedwhodonotliketosharepower(Taylor(2008,p.67).Thosewhoend
uptreatingtheiremployeeswithabitoffairnessanddecencyaretheoneswhoare
consideredasknowledgeable(BaseandRigor2011,p.209).
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Eagle,G.A.,&Call,A.S.Stateoftheartmarketingresearch.Chicago,Illinois,AMA.2009.
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