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Book chapter
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Reference no. 6144BC
Chapter from: "Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium"
Published by: Harvard Business Publishing
Published in: 2010

Abstract

Women leaders clearly navigate a different societal and organizational landscape than their male counterparts. The authors of this chapter, both experts on women in leadership positions, explore this landscape, examining how women leaders might navigate it more effectively and how organizations might support them and stand to gain in the process. They contend that female leaders must deal with ambivalent reactions deeply rooted in gender stereotypes: The assertive, authoritative, and dominant behavior typical of most male leaders tends to be viewed as atypical and unattractive in women. Studies of attitudes toward women in traditionally male roles show that these women effectively trade perceptions of competence for likability-the more successful they appear, the less affectively they are regarded. Such trends affect both organizational openness to female leaders and the conceptions women have about themselves as leaders. The chapter concludes with an agenda for change that centers on an organizational model that values and promotes gender diversity-and equity-in leadership positions. This chapter was originally published as Chapter 14 of ‘Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium.’ This chapter is excerpted from ‘Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium'.

About

Abstract

Women leaders clearly navigate a different societal and organizational landscape than their male counterparts. The authors of this chapter, both experts on women in leadership positions, explore this landscape, examining how women leaders might navigate it more effectively and how organizations might support them and stand to gain in the process. They contend that female leaders must deal with ambivalent reactions deeply rooted in gender stereotypes: The assertive, authoritative, and dominant behavior typical of most male leaders tends to be viewed as atypical and unattractive in women. Studies of attitudes toward women in traditionally male roles show that these women effectively trade perceptions of competence for likability-the more successful they appear, the less affectively they are regarded. Such trends affect both organizational openness to female leaders and the conceptions women have about themselves as leaders. The chapter concludes with an agenda for change that centers on an organizational model that values and promotes gender diversity-and equity-in leadership positions. This chapter was originally published as Chapter 14 of ‘Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium.’ This chapter is excerpted from ‘Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium'.

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