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      Leader gender, country culture, and the management of COVID‐19

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          Abstract

          As early as two months into the COVID‐19 pandemic, popular media started reporting that women leaders, compared to men leaders, were managing COVID‐19 better. This paper empirically examines the impact of women leaders in managing pandemic health outcomes one year after the onset of the pandemic. Further, we consider leader effectiveness within the context of country culture. We find that women's leadership is indeed associated with better containment of the pandemic. We also find that certain country‐level cultural traits play a significant role in pandemic outcomes. More hierarchical societies experience higher COVID‐19 cases and death. Individualistic cultures and masculine cultures are associated with more deaths from the pandemic. Some cultural traits modulate women's ability to manage COVID‐19. Our findings have implications for health policy and provide rationale for promoting gender equity in political leadership.

          Key points

          • Women's leadership is associated with better containment of the COVID‐19 pandemic.

          • Certain cultural traits have an impact on pandemic outcomes. Hierarchical societies have higher rates of COVID‐19 cases and deaths. Individualistic cultures and masculine cultures are associated with more COVID‐19 deaths but not cases.

          • The effect of women leaders on COVID‐19 rates and deaths is modulated by cultural traits. More specifically, short‐term orientation and indulgent cultures seem to boost women's effectiveness in tackling the pandemic.

          • The mechanism of how culture influences the effectiveness of women leaders needs to be studied further.

          摘要

          早在2019冠状病毒病(COVID‐19)大流行来临的两个月后,大众媒体就开始报道女性领导者比男性领导者更能胜任COVID‐19的管理工作。本文实证研究了大流行爆发一年后女性领导者在管理大流行健康结果方面产生的影响。此外,我们在国家文化背景下衡量了领导者的有效性。我们发现,女性的领导力确实与更好地遏制大流行一事存在联系。我们还发现,某些国家层面的文化特征在大流行健康结果方面发挥重要作用。等级制度更强的社会存在更高的COVID‐19病例和死亡人数。个人主义文化和男性文化与大流行导致的更多死亡有关。一些文化特征会调节女性管理COVID‐19的能力。我们的研究结果对卫生政策具有启示,并为促进政治领导中的性别平等一事提供依据。

          Resumen

          Tan pronto como dos meses después de la pandemia de COVID‐19, los medios populares comenzaron a informar que las mujeres líderes, en comparación con los hombres líderes, estaban manejando mejor el COVID‐19. Este documento examina empíricamente el impacto de las mujeres líderes en la gestión de los resultados de salud de la pandemia un año después del inicio de la pandemia. Además, consideramos la efectividad del líder dentro del contexto de la cultura del país. Encontramos que el liderazgo de las mujeres sí está asociado con una mejor contención de la pandemia. También encontramos que ciertos rasgos culturales a nivel de país juegan un papel importante en los resultados de la pandemia. Las sociedades más jerárquicas experimentan un mayor número de casos y muertes de COVID‐19. Las culturas individualistas y las culturas masculinas están asociadas con más muertes por la pandemia. Algunos rasgos culturales modulan la capacidad de las mujeres para manejar el COVID‐19. Nuestros hallazgos tienen implicaciones para la política de salud y brindan una justificación para promover la equidad de género en el liderazgo político.

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          Most cited references47

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          Role congruity theory of prejudice toward female leaders.

          A role congruity theory of prejudice toward female leaders proposes that perceived incongruity between the female gender role and leadership roles leads to 2 forms of prejudice: (a) perceiving women less favorably than men as potential occupants of leadership roles and (b) evaluating behavior that fulfills the prescriptions of a leader role less favorably when it is enacted by a woman. One consequence is that attitudes are less positive toward female than male leaders and potential leaders. Other consequences are that it is more difficult for women to become leaders and to achieve success in leadership roles. Evidence from varied research paradigms substantiates that these consequences occur, especially in situations that heighten perceptions of incongruity between the female gender role and leadership roles.
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            Dimensionalizing Cultures: The Hofstede Model in Context

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              Transformational, transactional, and laissez-faire leadership styles: a meta-analysis comparing women and men.

              A meta-analysis of 45 studies of transformational, transactional, and laissez-faire leadership styles found that female leaders were more transformational than male leaders and also engaged in more of the contingent reward behaviors that are a component of transactional leadership. Male leaders were generally more likely to manifest the other aspects of transactional leadership (active and passive management by exception) and laissez-faire leadership. Although these differences between male and female leaders were small, the implications of these findings are encouraging for female leadership because other research has established that all of the aspects of leadership style on which women exceeded men relate positively to leaders' effectiveness whereas all of the aspects on which men exceeded women have negative or null relations to effectiveness.
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                Author and article information

                Contributors
                dimitrova-grajzlvp@vmi.edu
                Journal
                World Med Health Policy
                World Med Health Policy
                10.1002/(ISSN)1948-4682
                WMH3
                World Medical & Health Policy
                John Wiley and Sons Inc. (Hoboken )
                2153-2028
                1948-4682
                01 September 2022
                01 September 2022
                : 10.1002/wmh3.547
                Affiliations
                [ 1 ] Department of Economics and Business Virginia Military Institute Lexington Virginia USA
                [ 2 ] Department of Psychology Virginia Military Institute Lexington Virginia USA
                [ 3 ] Department of Kinesiology & Health Sciences College of William and Mary Williamsburg Virginia USA
                Author notes
                [*] [* ] Correspondence Valentina Dimitrova‐Grajzl, Department of Economics and Business, Virginia Military Institute, Lexington, VA 24450, USA.

                Email: dimitrova-grajzlvp@ 123456vmi.edu

                Author information
                http://orcid.org/0000-0002-9794-6366
                Article
                WMH3547
                10.1002/wmh3.547
                9538247
                be8edd12-b189-4080-99fb-784da7877eb0
                © 2022 The Authors. World Medical & Health Policy published by Wiley Periodicals LLC on behalf of Policy Studies Organization.

                This is an open access article under the terms of the http://creativecommons.org/licenses/by-nc-nd/4.0/ License, which permits use and distribution in any medium, provided the original work is properly cited, the use is non‐commercial and no modifications or adaptations are made.

                History
                : 20 May 2022
                : 13 December 2021
                : 02 August 2022
                Page count
                Figures: 4, Tables: 8, Pages: 25, Words: 9918
                Categories
                Original Article
                Original Articles
                Custom metadata
                2.0
                corrected-proof
                Converter:WILEY_ML3GV2_TO_JATSPMC version:6.2.0 mode:remove_FC converted:07.10.2022

                covid‐19,culture,women leaders
                covid‐19, culture, women leaders

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