theory matrix

This theory matrix is a compilation of all the theories we’ll be covering this semester. It is a document for you to use throughout your graduate program. Add the information you feel is important to remember about each theory. Add images, charts, examples, etc. that will help you you in further understanding and research projects!

Suggested Format:

· Name of Theory

· Foundations: What is the vital info of this theory (terms, definitions, etc)

· Scholars: Who are the major researchers

· Research: Reference list of some of the articles and publications related to this model/theory (this might come from our readings or others you find)

· Notes: Reflections or Thoughts as desired

Leadership Timeline:

· 1900- Great Man Theory

· 1930- Group Theory

· 1940- Trait Theory (Big 5)

· 1950- Behavioral Theory

· 1960- Contingency Theory

· 1970- Situational and Participative Transactional & Transformational

· 1980- Managerial

· 1990- Relationship

· Today- Situational Leadership

· Servant Leadership

· Spiritual Leadership

· Adaptive Leadership

· Authentic Leadership

· Psychological Capital

**Many of the theories overlap each other. The lines are not clear-cut; they can be applied to each other to help understand the phenomenon. Don’t discard one theory for another one.

Theory/Framework	Page number(s)
Great Man
Trait (Big Five)
Skills Based Approach
Behavioral Approach
Leader Emergence
Bases of Power
Leadership as Influence
Situational Theory
Path Goal Theory

Great Man Theory

Scholars	Founded by Carlyle, 1841First half of the 20th century
Vital Information(Foundations, Arguments, Assumptions)	Argument: Born vs. MadeAsserts that great leaders are born with a set of personal traits or attributes that destine them to be great leaders. Focused on the identification of personal traits (attributes) that characterized individuals who emerged as leaders and those who came to be highly effective leaders.
Research:Reference list of some of the articles and publications related to this model/theory	Mouton, 2019
ApplicationExamples	Julius Caesar, Napoleon, Winston Churchill. The theory would argue leaders such as Bill Gates and Warren Buffet are great men because they are born with certain traits.
ContextRelates to other theories	Begins to develop trait theory. Does not take into account situational differences, culture, or followers
Notes:Reflections etc.	Great Man Theory allowed leadership theories to further develop by looking at more character traits of individuals moving into situational factors.

Trait Theory

Scholars	Stogdill (1948)Kirkpatrick & Locke (1991)Lord, DeVader, & Alliger (1986)Mann (1959)
Foundation, Assumptions, ArgumentsVital Information	BIG FIVE: Used to describe the most salient aspects of personality1. Neuroticism- the tendency to exhibit poor emotional adjustment and experience negative affects; anxiety, insecurity, and hostility2. Extraversion- tendency to be sociable, assertive, active and to experience positive affects; energy and seal3. Openness to Experience- disposition to be imaginative, nonconforming, unconventional and autonomous4. Agreeableness- trusting, compliant, caring and gentle.5. Conscientiousness – achievement and dependability
Research and/or examplesReference list of some of the articles and publications related to this model/theory	Kirkpatrick & Locke (1991)Judge, et al., (2002)
ApplicationExamples	Used to assess effective leadership characteristics. Not all individuals will possess the Big Five qualities. Some qualities may be stronger than others; situational differences affect leadership characteristics.
ContextRelates to other theories	Traits of the leader affect the group and the group affects the traits of the leaderSituational Theory and Trait theory interplay with each other
NotesReflections, etc.

Ohio State & University of Michigan Studies

Scholars/Source	“Ohio State” Dimensions of Leadership study
FoundationVital Information	1. Consideration: Behavior indicative of friendship mutual trust, respect and warmth.2. Initiating Structure: Behavior that organizes and defines relationship or roles, and establishes well-defined patterns of organization, channels of communication, and ways of getting jobs done.3. Production emphasis: Behavior that makes up a manner of motivating the group to greater activity by emphasizing the mission or job to be done.4. Sensitivity (social awareness): Sensitive of the leader to, and his awareness of, social inter-relationships and pressure inside or outside the group.
ResearchReference list of some of the articles and publications related to this model/theory
ApplicationExamples	Close relationship between all managerial characteristics and all peer characteristics. The best predictor for peer support is managerial support: of peer goal emphasis, managerial interaction facilitation; of peer work facilitation, managerial work facilitation and of peer interaction facilitation, managerial interaction facilitation
ContextRelates to other theories	Similar program of research in human relation University of Michigan: 2 sets of group functions1. Group maintenance functions2. Goal achievement functionsMann’s three skills refer to leadership in terms of skills required of supervisors or managers.1. Human relations2. Technical Skills3. Administrative skills
NotesReflections, etc.	Attention has started to look at groups less formally structured. Leadership may be provided by anyone in a work group. Helps us understand organizational work team/groups.

Skills Approach

Scholars/Source	Katz (1955) Harvard Business Review(Bass, 2008, pp. 97-109)*Mumford et al., (2000)key world done by Mumford and colleagues
FoundationVital Information	Three Skills from Katz (1955)1. Technical2. Human skills3. Conceptual skillsSkills based model by Mumford et al (2000)*see images
ResearchReference list of some of the articles and publications related to this model/theory	Mumford, Zaccaro, Harding, et al., (2000)Mumford, Todd, Higgs, & McIntosh (2017)
ApplicationExamples	Research in (1990s) goal was to identify leadership factors that create exemplary job performance in orgs.Skills Based Model- examines relationships between a leader’s knowledge and skills and the leader’s performance. Suggests many people have the potential for leadership
ContextRelates to other theories	Katz (1995) suggests importance of particular leadership skills varies depending on leadership hierarchyMumford et al (2000) suggest leadership outcomes are results of leader’s skills in problem solvingMumford et al (2007) suggest higher levels of skills needed at higher levels of hierarchy
NotesReflections, etc.	Provides a way to delineate the skills of a leader; applicable to leaders at all levels in an organization; skills inventory can provide insights into the individual’s leadership competencies

Behavioral Approach

Scholars
Foundation, Assumptions, ArgumentsVital Information
Research and/or examplesReference list of some of the articles and publications related to this model/theory
ApplicationExamples
ContextRelates to other theories
NotesReflections, etc.

Leader Emergence

Power-

Scholars	French and Raven (1959)
Foundation, Assumptions, ArgumentsVital Information	5 main types of power-1- Referent power- Influence based on perceived identity2- Expert power- High knowledge in a certain field3- Reward power- Power providing the ability to reward4- Coercive power- Belief one can punish someone due to noncompliance5- Legitimate power- Belief one has the formal right to make demands(See Image below)
Research and/or examplesReference list of some of the articles and publications related to this model/theory	French and Raven furthered their 5 bases of power in 1965 by adding informational power.Informational power is mainly down to perception.Comparing Alternative Measures of the French and Raven Power Bases.John T. Drea, Gordon C. Briuner II and Paul J. Hensel
ApplicationExamples	Reward– Can be negative or positive. Giving an employee a pay raise.Coercive- Difference between reward and coercive is application. Threatening an employee they can be fired if they don’t meet a certain amount of sales.Legitimate- Is like a caste system in the army. CEO making decisions about companies future plans.Referent- Others are inspired and want to be like them. Looking up to a famous athlete.Expert- Superior knowledge, example a project manager.Informational- A professor having information the class needs to be successful.
NotesReflections, etc.	The stronger the basis of the power, the greater the power will be.Power is what we are perceived to have. We don’t have it if others don’t perceive it.Influence is what we do.

Leadership as Influence-

Leadership can be defined in many ways. Below is the evolution. They all include influence in some way.

· Leaders can influence in many ways. There is no set formula or perfect way, it needs to be personalized for the person or setting.

· Some ways include-

1- Providing direction

2- Creating a structure

3- Being a role model

4- Trustworthy and supportive

5- Breaking barriers

6- Facilitating others

· Influence is what you do.

Dr Tim Baker’s 4 Strategies of influence

Strategy-	Meaning/ Application-	Famous Figures-
Collaborator	Share ownership, listen and build trust. Communicate openly.	Mother Teresa
Motivator	Build morale, connect with emotion and use enthusiasm.	Martin Luther King
Calculator	Weigh up all options, logical approach. Use subtle ways to promote their ideas.	Margaret Thatcher
Investigator	Like statistics and facts. Gather evidence and generate ideas. Logic is used for persuasion.	Al Gore

Self Sacrifice

Scholars	De Cremer & Knippenberg (2005)
Foundation, Assumptions, ArgumentsVital Information	-Leader self sacrifice has a positive effect on cooperation- Self sacrifice moves people beyond self interest, which promotes group cooperation and citizenship behavior.- Self sacrifice is related to gaining more trust in a leader and benefits every member of the team.
Research and/or examplesReference list of some of the articles and publications related to this model/theory	Knippenberg (2005)Ruggieri & Abbate (2013)
ApplicationExamples	Examples of Self Sacrifice–Giving up part of your wage so the budget is stronger for the rest of the group.-Time to new employees.-Giving up products for those in need.
NotesReflections, etc.	Results from this study were as expected through experience and thought.

Measurement of Self Sacrificing Leadership

Situational Theory

Path Goal: A Contingency Theory

LMX/Social Identity

Notes:

· In-groups and out-groups – What kind of situations would create these scenarios?

· Familiarity, knowing each others skillset and shortcomings

· As a leader, what does one do to create familiarity in that group?

· Communication and pushing for communication for everyone involved, fun activity.

· What kind of behaviors create outgroups?

· Nepotism or playing favorites

· Power structure or influence tactics that would create outgroups

· Conceptualizes leadership as a process centered around the relationship/communication between leaders and followers.

· There might be difference among the individual contributors to the leaders

· Followers in the out-group are contractual, less dependable, less communicative, lower quality relationships, less involved, not group oriented

· Followers in the in-group are infomed, influence, confidence, opportunities for leadership, trusted, respected

· Works in two ways that it describes and prescribes

· Relationship-based approach to leadership – Graen & Uhl-Bien

· Leadership relationships between dyadic partners between leader and follower

Notes Continued:

· LMX is transactional and transformational

· Empowerment in terms of LMX – Harris, Wheeler, & Kacmar (2009)

· LMX relationship quality will be differentially important depending on how empowered an individual feels – need the quality of relationship to be high for the employee to feel empowered

· Overall finding – results supported the impact of empowerment, LMX quality mattered the most of employees who felt little empowerment

Social Identity

Scholars/Source	Hogg and Reicher et.al.
FoundationVital Information	Social Identity – leadership is viewed as a group.
ResearchReference list of some of the articles and publications related to this model/theory	· Hogg, 2001· Reicher, et al., 2018
NotesReflections, etc.	*SEE BELOW:*

SOCIAL IDENTITY THEORY OF LEADERSHIP NOTES:

· Changes in leadership skills may be viewed from the perspective of a general theory of learning and expertise

· Starts with having an identity in order to have the skill development progress.

· Source of motivational and directional forces

· Provides access to personal materials

· As the identity becomes more salient than the skills also become more salient

· Individual identities – Uniqueness and differential of the self from others

· Relational identity – define the self in terms of specific roles

· Collective identity – larger group or organizations

· Social identity theory of leadership – Hogg(2001)

· Affirm that our social identity stems from identification without social groups

· Assumptions of social identity thor

· Self-esteem – ex: being part of in group improves self-esteem

· Self-categorization – categorizing people into ingroups vs outgroups, by doing that we depersonalize

· Social attraction – in-group members are liked more than out-group members

· Processes and structures

· Prototypicality

· Social attraction

· Attribution and information processing

· Central prediction of the theory: if you are a prototypical member then you are more likely to emerge as a leader, depersonalization and the behavior of followers play a critical role

· SHARED SOCIAL IDENTITY IN LEADERSHIP

· Summary of the other article.

· Groups creates a sense of belonging

Transformational and Charismatic Leadership

Foundational information	Four I’s· Idealized influence· Inspirational motivation· Individualized consideration· Intellectual stimulationExperts debate similarities and differences between transformational and charismatic leadership theories; linked by conceptual overlap
Research	Burns· Leadership is a process designed to create significant changeBass· Explore psychological process behind leader motivating and identity creatingBarbutoVan Knippenberg & SitkinWeber (Charismatic Leadership)
Context/Application	Motivating people to take on additional or alternative roles for a group· Working on a new project· Volunteering for a charity drivePresidential candidates – charismatic
Notes	Theory flaws· How concepts form the theory not specified· Influence of dimensions on process and outcomes undefined

Servant Leadership

Foundational information	Natural feeling that service comes first, and aspirations to leadership stem from desire to serve
Research	LaubBarbuto & WheelerWong & DaveySpears· 10 characteristics of servant leadership
Context/Application	The leader does the same work as everyone else in the group
Notes	Desired outcomes· Follower growth and empowerment· Societal impact· Team effectivenessAltruism central componentNo consensus on definition; arguably not a leadership style· Putting others first not always conducive to leadership

Adaptive Leadership

Authentic Leadership & PsyCap

· Definition:	When leaders are true to themselves through self-awareness, self-acceptance, and authentic actions to encompass authentic relations with followers, such as transparency, guidance toward worthy objectives, and emphasis on follower development.· Researches defined authentic leadership as “a process that draws from both positive psychological capacities and a highly developed organizational context, which results in both greater self-awareness and self-regulated positive behaviors on the part of leaders and associates, fostering positive self-development”
· Related Terms:	Authentic Followership· Integral component and consequences of authentic leadership development
· Vital Info:	·
· Articles and publications	Authentic LeadershipAvolio, B. J., Gardner, W. L., Walumbwa, F. O., Luthans, F., & May, D. R. (2004). Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behaviors. The Leadership Quarterly, 15, 801–823.Gardner, W. L., & Schermerhorn Jr., J. R. (2004). Unleashing individual potential: Performance gains through positive organizational behavior and authentic leadership. Organizational Dynamics, 33, 270–281.Gardner, W., Avolio, B., Luthans, F., May, D., & Walumbwa, F. (2005). “Can you see the real me?” A self-based model of authentic leader and follower development. The Leadership Quarterly, 16(3), 343–372. https://doi.org/10.1016/j.leaqua.2005.03.003Luthans, F., & Avolio, B. J. (2003). Authentic leadership: A positive developmental approach. In K. S. Cameron, J. E. Dutton, & R. E. Quinn (Eds.), Positive organizational scholarship (pp. 241–261). San Francisco: Barrett-Koehler.May, D. R., Chan, A. Y. L., Hodges, T. D., & Avolio, B. J. (2003). Developing the moral component of authentic leadership. Organizational Dynamics, 32, 247–260.

Role of Sex & Gender

· Definition:	– The implications/assumptions created by followers based on the gender of their leader- The responses/ideations of said followers regarding different leadership styles from leaders of different genders
· Related Terms:	– Transformational Leadership- Gender bias- “Gendered” leadership traits
· Vital Info:	– Prevalent research about stereotypes in relation to gender in leadership roles- “Masculine” behaviors treated as “norms” for ideal leadership styles- Women with leadership behaviors (authoritative, assertive, etc.) are perceived as less feminine- This tends to lead non-male leaders to practice a more transformative/adaptive style of leadership
· Articles and publications	Barbuto et al, 2007. “Effects of Gender, Education, and Age upon Leaders’ Use of Influence Tactics and Full Range Leadership Behaviors.”Eagly et al., 2003. “Transformational, Transactional, and Laissez-Faire Leadership Styles: A Meta-Analysis Comparing Women and Men.”Smith et al., 2004. “A Review of Gender and Full-Range Leadership Research and Suggestions for Future Research.”
· Additional Notes/Thoughts	– Based on the studies listed above, men and women did not differ on objective measures of actual performance; results were more based on stereotyped/biased perspectives- Importance of the difference between womens’ lack of confidence and mens’ overconfidence in effective leadership.- As a society we need to change our adjectives when describing women leaders. Nix “bossy” or similar terms that carry a negative connotation for women with leadership qualities.- Competence, humility, and integrity as building blocks for leadership, rather than blind confidence based on narcissism.

Major Areas of Research – Full-Range Leadership and Gender:

Table of Context

Theory	Page Numbers
Great Man	3
Trait (Big 5)	4-6
Skills Based Approach
Behavioral Approach
Leader Emergence
Bases of Power
Leadership and Influence
Situational Theory
Path-Goal Theory

Great Man Theory

Scholars	Thomas Carlyle, 1841
Vital InformationFoundations, Arguments, Assumptions	Argument: Born vs Made· Hero worship· Godly power to shape the worldExplanation:History is fundamentally shaped by the actions of extraordinary people. Historical progress is thought to be shaped by and the product of these leaders. The theory emphasizes individual agency over collective or systemic factors, suggesting that the essence of history lies in the influence of powerful/gifted people.
Research:Reference list of some of the articles and publications related to this model/theory	Mouton, 2019De Hoogh et al., 2015Spector, 2015Marturano, 2024Bass, 2008Jango, 1982
ApplicationsExamples	Napoleon, George Washington, Martin Luther King Jr., and Mohandas Gandhi (considered within Great Man theory as one with the skills to be able to lead masses to revolutionize India).
ContextRelates to other theories	Great Man theory is a foundation for the other theories of leadership. It emphasizes that history is shaped by charismatic leaders. It differs from leadership theories that followed, like trait theory, which measures leadership traits, or behavioral theory, which assumes that leadership is a learned practice.
Notes:Reflections etc.	· Great Man theory assumes that great men make good plans and bad men make bad plans; thus, great men are those who lead (Mouton, 2019)· Great Man theory is based on the belief that some people have inherent power that allows them to shape history (Spector, 2015)· Can take several shapes: prophet, poet, priest, king (Marturano, 2024)· People were born with certain traits and that only great people possessed the traits to be leaders (Bass 2008 & Jango, 1982, as cited in Northhouse, P.G. 2021.)

Trait Theory

The post theory matrix appeared first on Study Bloom.

· Definition:	A strategy that designates a leadership style ( 4 Styles: telling, selling, participating, and delegating) to a given situation based on a number of factors, it is flexible and designed to maximize employee potential. Used heavily in management and organizational training and extremely popular.
· Related Terms:	· Leadership Styles: Telling, Selling, Participating, Delegating· Readiness, Competence and Commitment, Level of Authority
· Vital Info:	4 Styles1. Telling: the leader tells people what to do and how to do it2. Selling: involves leaders and followers in which leaders essentially sell their ideas and messages to get group members to buy into the process3. Participating: leader offers less direction and allows members of the group to take a more active role for coming up with various ideas and making key decisions4. Delegating: more of a hands-off approach to leadership in which group members tend to make most of the decisions and take most of the responsibility for what happensReadiness: evaluating followers, both abilities and willingness, significantly and positively contributes to both performances and satisfaction, positively related to participationImportant aspects:· Offers flexibility by looking at the situation itself to be the variable that lends itself to what behavior should be used.· The leader is good at adapting to their followers depending on what needs to be done.· Readiness: evaluating followers, both abilities and willingness, significantly and positively contributes to both performances and satisfaction, positively related to participationAs Suggested from Indeed situational leaders strive to:· Direct results by answering the what and the how of a project· Develop people and appropriate workgroups· Establish relationships and motivate employees· Recognize when to adapt leadership styles over timeHow Does it Work?· Diagnose the Situation· Adapt to appropriate style according to the situation presented
· Scholars and Major Researchers	Paul HerseyKenneth Blanchard
· Articles and publications	Situational Leadership Theory: Definition Styles and Maturity Levels, from Indeed Career GuideLink:https://www.indeed.com/career-advice/career-development/situational-leadership-theoryEmpirical and Theoretical Validity of Hersey-Blanchard’s Contingency Model: A Critical AnalysisMeirovich, G., & Gu, J. (2015). Empirical and Theoretical Validity of Hersey-Blanchard’s Contingency Model: A Critical Analysis. The Journal of Applied Management and Entrepreneurship, 20(3), 56-74. doi:10.9774/gleaf.3709.2015.ju.00006Situational leadership theory: A Test of Three VersionsThompson, G., & Vecchio, R. P. (2009). Situational leadership theory: A test of three versions. The Leadership Quarterly, 20(5), 837-848. doi:10.1016/j.leaqua.2009.06.014Top 15 Reasons Why Situational Leadership Ensures Business Success (A Business Perspective)https://www.imd.org/imd-reflections/leadership-reflections/situational-leadership/
· Notes/Figures:Situational Leadership 2 ModelMODELD1: Enthusiastic beginner: a new goal and do not know how to do the challenge, but excitedD2: Disillusioned Learned: learning a skill, but not as excitedD3: Capable but Cautious Performer: capable and have the skill, but uncertain and relies on supportD4: Self Reliant Achiever: Committed and ready to do the job

· Definition:	The leadership theory that is concerned with how leaders motivate followers to accomplish goals.
· Terms:	· Directive leadership: Examples may be- making schedules, giving rules, employee handbook· Supportive Leadership: Examples may be- schedule flexible times in a meeting to give feedback for upper management, listening to employees for policy integration· Participative Leadership: Examples may be- Input ideas and concerns for questions, having some sort of voice· Achievement-Oriented Leadership: Examples may be- promotion, have the goals that are met for the achievement· Subordinate Characteristics· Follower Characteristics
· Vital Info:	· Originally developed in 197 by House· Emphasizes the relationship between: the leader’s style, the characteristics of the followers, the work setting· Provides a path for the employee to be more successful towards a goal· Assumptions:· As a follower we choose what effort based on what we get out of it· Followers choose the amount of effort to maximize the attainment of valent outcomes· When our role is ambiguous it will lead to subordinate satisfaction· The New Theory: adds in work facilitation, group oriented decision process, work-group representation and networking, and value-based leadership behavior· Path-Goal Theory is a birth and leads to the concept of Charismatic Leadership· Criticisms include:· Complexity of the theory· Demonstrates partial support· Fails to explain relationship between leadership behavior and worker motivation· Leader affects the follower only· No account for gender differences· Assumes that the leader is advanced in communication
· Scholars and Major Researchers	· Vroom’s expectancy theory (1964)· Evans (1970)· House and Mitchell (1974)
· Articles and publications	Path-Goal Theory Examples in Popular MediaLink: https://sites.psu.edu/leadership/2020/02/24/path-goal-theory-examples-in-popular-media/Path-Goal Theory of Leadership: Lessons, Legacy and a Reformulated TheoryHouse, R. J. (1996). Path-goal theory of leadership: Lessons, legacy, and a reformulated theory. The Leadership Quarterly, 7(3), 323-352. doi:10.1016/s1048-9843(96)90024-7
· Notes/Figures:· Major Components · How it Works

Scholars/Source	Graen & Uhl-BIEN and Harris Et.al.
FoundationVital Information	LMX – Leaders develop separate exchange relationships with each of their followers Social Identity –
ResearchReference list of some of the articles and publications related to this model/theory	· Graen & Uhl-Bien, 1995· Harris, et al., 2009


NotesReflections, etc.	· Vertical dyadic linkage theory – LMX theory· Limitation of the LMX theory – supports the development of privilege groups in the workplace. Doesn’t follow fairness issues from the follower’s perspectives, basic ideas of the theory are not really developed in regards to building relationships.Cont. below:
Discussion Leader Resources/Conversation:

· Definition:	A theory that addresses the process of change in response to crisis. It is a theory that is follower-centered, which encourages everyone to interact and provide a solution.
· Related Terms:	Adaptive challenges· changes in societies that are forcing organizations to develop new ways of operations and strategies, and clarify values· Require people to take on new roles, new relationships, new values, new behaviors, and new approaches to work· It could be technical challenges, adaptive challenges or both.Holding environment· The stress level is within the acceptable ranges· Create an open communication environment for employees to discuss and clarify
· Vital Info:	Principles for leading adaptive challenges1. Get on the Balcony· Allow people to step back and determine the patterns of work and identify issues in the larger context2. Identifying the adaptive challenge· Leaders are able to identify the adaptive challenges quickly3. Regulate Distress· Maintain a productive level of tension by creating a holding environment; being responsible for direction, protection, orientation, managing conflict, and shaping norms; and being presence and poise.4. Maintain disciplined attention· Lead employees/followers to maintain focus on the key issues5. Give the work back to people· Allow employees/followers to bear the responsibilities6. Protect voices of leadership from below· Allow different voices within the organization that may indicate an impending adaptive challenge
· Articles and publications	Heifetz, R., and Laurie, D. (1997). The work of leadership. Harvard Business Review, 75(1), 124–134. https://link.gale.com/apps/doc/A19129101/CWI?u=asuniv&sid=CWI&xid=daf5e5a2Heifetz, R. A. (1994). Leadership without easy answers (Vol. 465). Harvard University Press.Heifetz, R. A., Grashow, A., & Linsky, M. (2009). The practice of adaptive leadership: Tools and tactics for changing your organization and the world. Harvard Business Press.
· Notes/Figures:· The figure below demonstrates how adaptive leaders utilize leadership responsibilities differently compared to traditional leaders. This figure allows readers to better understand the difference between adaptive leaders and traditional leaders.

Table of Contents

Role of Sex & Gender