Women, however, tend to describe themselves as transformational leaders and pursue a way to get subordinates to transform their own self-interest into the group's interest through concern for a broader goal. They also attribute their power to personal characteristics like charisma, interpersonal skills, hard work, or personal contacts rather than to organizational stature.
In comparison, men are more likely to view their job performance as a series of transactions with subordinates to exchange rewards for services rendered and punishment for inadequate performance.
Source: Harvard Business Review, 1990.
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