Abstract
Transformational leadership has become a major initiative in organizational change, yet research on the impact of the similarity of leadership styles between leaders, and women who directly report to them, specifically in international settings, is lacking. Presenting the findings of two studies showed that (a) leaders, and women directly reporting to them sharing similar leadership styles, is a strong predictor of organizational commitment and improved job performance, and (b) emerging themes revealed that external pressures on women to conform to unwritten codes when in position of power are strong. Using quantitative data analysis for the Netherlands and Belgium study, and qualitative measures from North Carolina, USA, produced results of considerable, and as of yet, unknown proportions.
