Redefining Gendered Leadership Stereotypes: The Hustler, Hipster and Hacker Roles in Addressing the Double Bind Dilemma in Women-Led Startups

Abstract

The paper aims to examine how leadership stereotypes are redefined in women-led startups, focusing on the roles of Hipster, Hacker, and Hustler. It discusses how women entrepreneurs face the double bind dilemma as they must maintain balance between their traditional gender roles and moving toward authenticity in their leadership styles. This study is embedded in a multi-theory framework, using Role Congruity Theory as the underpinning theory; Social Exchange Theory, and Authentic Leadership theory as support theories. These theories investigate how traditionally masculine Hipster, Hacker, and Hustler roles influence the women entrepreneur to an increased double bind dilemma in their startups. This paper has reviewed the relational dynamics of women leaders and their various stakeholders using social exchange theory, focusing on how such interactions are informed by gendered stereotypes. This study also draws on authentic leadership to explore ways in which women entrepreneurs can reinvent such roles that is true to themselves and their leadership styles, further stimulating authenticity and inclusiveness within the startup ecosystem. This study uses exploratory qualitative research design to explore the dynamics of gender stereotypes in leadership in women-led startups. The study was carried out in Khyber Pakhtunkhwa, Pakistan, and a purposive sampling technique was selected for deriving a heterogeneous sample of 20 women entrepreneurs who were leading startups across different sectors. Data collection is done through semi-structured, in-depth interviews that provide an overarching understanding of the experience and views of the women leaders. The paper provides empirically testable propositions to further investigate how gendered roles will influence the degree of leadership authenticity across diverse women-led startups. The study shows how the reconceptualization and redefinition of gendered leadership roles through the lens of authentic leadership may foster inclusive business practices. Through the double bind dilemma, addressed by women entrepreneurs, the ability to claim an authentic leadership will serve to transform traditional gender stereotypes. The study contributes to the literature on gender and enterprise through an exploratory analysis with respect to redefinition on how gendered leadership stereotypes can be treated within the authentic leadership theory, with respect to Pakistan. It also presents a new conceptual framework that helps to understand how women entrepreneurs overcome gender-based difficulties by navigating and transforming their roles, with enhanced implications for both theory and practice, especially towards the complexities of dynamics in entrepreneurship.