HMN 2026: How Leadership emotions are judged differently for men and women

When leaders express negative emotions such as irritability and withdrawal, behavior is often judged differently for male and female leaders, according to new research from Griffith University published in the International Journal of Stress Management. The study of 190 professionals examined how leaders’ emotions and behaviors transferred to employees and how gender dynamics shaped employees’ responses.

Researchers found leaders’ emotions often crossed over indirectly to employees, influencing well-being, attitudes and workplace behavior.

Associate Professor Carys Chan from the Department of Management at Griffith Business School said leadership behavior was frequently interpreted through gendered expectations.

“When leaders experience job stress or other psychological strain, their emotions and behaviors can influence how employees feel and respond at work,” Associate Professor Chan said.

“Our research shows those behaviors are not judged in the same way for male and female leaders.”

The study found female employees showed greater appreciation for emotional and relational support from female leaders.

Male employees placed greater value on task-focused support and goal alignment from male leaders.

Both female and male participants were more tolerant of male leaders who displayed lower levels of emotional support.

“This suggests male leaders may be given greater flexibility when emotional support is limited, while female leaders may face stronger expectations to provide emotional care,” Associate Professor Chan said.

Negative emotional behaviors from leaders were associated with reduced trust, disengagement, stress and higher turnover intentions.

Positive leadership behaviors generated higher levels of job satisfaction, motivation, engagement and trust among employees.

Emotionally aware leaders were more effective at fostering supportive workplace environments regardless of gender.

Employees who consistently received support from leaders were also more likely to empathize when leaders showed signs of stress.

“Regularly checking in with employees about their well-being can shape how leadership behavior is perceived and experienced,” Associate Professor Chan said.

“Leaders also need to nurture their own well-being, so their emotions, behaviors, and body language in the workplace are positive, and help employees to feel supported.

“This includes making time for pleasurable recovery activities after work and learning how to manage stress effectively.

“Leaders can be trained to be aware of their emotional states and develop strategies to manage their behaviors and experiences.”

The research also showed gendered leader and employee dynamics influenced broader perceptions of organizational culture.

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