Breaking the Glass Theory? A Gendered Examination of Leader–follower Social Exchange Relationships

This thesis critically examines the role of gender in leadership through the lens of social exchange theory. It comprises three papers: the first reviews how current leadership literature applies social exchange theory, the second explores the influence of leader gender on the dynamics between leader helping behavior and follower responses, and the third investigates how leader gender and power interact in leader-follower relationships. Initial findings suggest gender significantly affects these dynamics, challenging the gender-neutral application of social exchange theory. The thesis aims to advance understanding of gender roles in leadership and underscore the need for nuanced approaches in leadership research.