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Webinar: Cultural Equity and Women in Leadership

February's webinar will cover two topics by two presenters: 1) Got Privilege?  What does it have to do with Executive Coaching?  presented by Gail Greenstein, Ed.D.; a...

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2018 February Coaching Report

The diversity of coaching has grown with the maturity of scholarship and professional practice. Coaches in organizational, executive and health coaching are working from different frameworks and approaches to coaching....

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Reporting requirements, targets, and quotas for women in leadership

Reporting requirements, targets, and quotas have been implemented in several countries to increase female representation in leadership. In three studies, we analyze the effectiveness of these strategies from a goal-setting perspective....

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Help or hindrance? Work–life practices and women in management

Work–life practices are frequently suggested as a strategy for improving women's representation in management. We predicted that work–life practices would increase the proportion of women in management, but their impact would be most evident when the workforce gender composition makes gender stereotypes less salient....

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Women's authority in political decision-making groups

Formal decision-making groups are ubiquitous, and they make decisions that govern every aspect of life, yet women are vastly underrepresented in them. How effective are women in these groups, where their numbers still lag far behind men's?...

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When women emerge as leaders: Effects of extraversion and gender composition in groups

Focusing on the gender of emergent leaders in initially leaderless groups, we explore contextual factors that may influence when women are likely to emerge as leaders. We take a multi-level perspective to understand and unpack the complex interplay between individual gender, group gender composition, and group personality composition....

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The queen bee phenomenon: Why women leaders distance themselves from junior women

This contribution reviews work on the queen bee phenomenon whereby women leaders assimilate into male-dominated organizations (i.e., organizations in which most executive positions are held by men) by distancing themselves from junior women and legitimizing gender inequality in their organization....

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Getting on top of the glass cliff: Reviewing a decade of evidence, explanations, and impact

The glass cliff refers to the tendency for women to be more likely than men to be appointed to leadership positions that are risky and precarious....

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Race matters for women leaders: Intersectional effects on agentic deficiencies and penalties

A significant amount of the research on two types of biases against women leaders—agentic deficiency (perceptions that women have minimal leadership potential) and agentic penalty (backlash for counter-stereotypical behavior)—has generally presumed that the descriptive, prescriptive, and proscriptive stereotypes on which the biases are based are...

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Leading with their hearts? How gender stereotypes of emotion lead to biased evaluations of female leaders

The belief that women are more emotional than men is one of the strongest gender stereotypes held in Western cultures (Shields, 2002). And yet, gender stereotypes of emotion have received little attention from gender and leadership scholars....

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