Androgynous Leadership Style as Performed by Queer Leaders

Abstract

This study explored the lived experiences of six transgender leaders and considers how they perform androgynous leadership as an extension of their gender transition. Individual interviews were conducted with each leader, which indicated they perform androgynous leadership by using their past gender experiences, and being highly self-aware and contextual leaders. Furthermore, the study examined how these six leaders do and undo gender in relation to leadership. Their stories pointed to three distinct themes including the doing and undoing of gender through physicality, disruption and code-switching. The study was grounded in queer theory as a means to disrupt heteronormativity and gender oppression. The findings demonstrated the use of androgynous leadership style and show that though these trans leaders can perform androgynous leadership, they do not always choose to. In addition, the findings indicate that the leaders utilize an authentic leadership approach which proves paradoxical as they often perform gender and leadership so deliberately it undermines the authentic leadership frame.