Abstract

There is an abundance of evidence that women are underrepresented in managerial positions. Drawing on self-determination and social role theory, this study examines the effects of three distinct supervisor leadership styles (transformational, servant and directive) on followers’ leadership self-efficacy and motivation to lead, while accounting for followers’ gender. I propose that supervisors’ transformational and servant leadership positively contribute to followers’ leadership self-efficacy while directive leadership is negatively related to this variable, and that these relationships are stronger among women followers. I further propose that followers’ leadership self-efficacy is positively related to their motivation to lead, but that this effect is weaker among women followers. Data were collected using an online questionnaire and a time-lagged design in a sample of employees (N = 117 at T2) from various firms in the United States. As expected, supervisor transformational and servant leadership were positively related to followers’ leadership self-efficacy, and these effects were stronger among women followers. Contrary to expectations, supervisor directive leadership was not significantly related to follower leadership self-efficacy. In turn, leadership self-efficacy was positively associated with follower motivation to lead, but this relationship was weaker among women followers. The findings of this study are relevant for both supervisors and followers, as leaders who adopt a transformational or servant leadership style will be more likely to develop their followers’ – and especially women followers – leadership self-efficacy, and ultimately motivate them to take on leading roles in their careers. I discuss implications for future research and for practice.