British army leadership: is it gendered?

The purpose of this paper is to examine the role of the female British Army officer, to determine whether female Army officers lead in different ways to male Army officers.

The conceptual framework was transformational and transactional leadership theory. Data were gathered in semi structured interviews with 24 Army officers, split 50:50 between men and women using repertory grid, and critical incident methods.

Women and men Army officers interviewed do lead in different ways with women demonstrating a gender management aspect to their leadership. The research also identified that women officers experience an “armoured glass” ceiling in terms of career progression, the research developed a conceptual model of military leadership that differs from the transformational/transactional leadership model. It also disconfirms contemporary leadership theory that conflates leadership and change management.

The paper makes no claims for generalisability because of the unrepresentative sample. Further, research is needed on a representative sample basis.

The paper may inform policy on the management and development of female Army officers. It may also have utility in improving leadership development in the British Army and other UK Armed Services.

The paper makes a contribution in two areas; it adds to the growing body of research that indicates men and women lead in different ways and assessing the implications that flow from this. It is also a research‐based contribution to conceptualising leadership in the British Army officer cadre below 1 star level.