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Cited by 1,003Gender Diversity and InequalityCoaching Methods and ImpactLeadership and Management in Organizations

Taking gender into account: theory and design for women's leadership development programs

Ely, Robin J., Ibarra, Herminia, Kolb, Deborah M.·2011·Academy of Management Learning & Education
DOI 10.5465/amle.2010.0046
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Abstract

We conceptualize leadership development as identity work and show how subtle forms of gender bias in the culture and in organizations interfere with the identity work of women leaders. Based on this insight, we revisit traditional approaches to standard leadership topics, such as negotiations and leading change, as well as currently popular developmental tools, such as 360-degree feedback and networking; reinterpret them through the lens of women's experiences in organizations; and revise them to meet the particular challenges women face when transitioning into senior leadership. By framing leadership development as identity work, we reveal the gender dynamics involved in becoming a leader, offer a theoretical rationale for teaching leadership in women-only groups, and suggest design and delivery principles to increase the likelihood that women's leadership programs will help women advance into more senior leadership roles.

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Crossref · 10.5465/amle.2010.0046

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137 of 137 references verified0 citation errors · 0 not checkable

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  • Many organizations are proactively developing ways to reduce second-generation discrimination and stereotype threat.

    “Many organizations are proactively developing ways to reduce second-generation discrimination and stereotype threat (Ely, Ibarra, & Kolb, 2011)”

    From Managing to clear the air: Stereotype threat, women, and leadership (2016) · cites this paper as Ely, Ibarra, & Kolb, 2011

  • Interventions designed to increase women's belief that leadership abilities can be cultivated, or growth mindsets of leadership, are promising for buffering women from stereotype threat effects.

    “Finally, interventions designed to increase women's belief that leadership abilities can be cultivated, or growth mindsets of leadership, are promising for buffering women from stereotype threat effects (Burnette et al., 2010;Ely, Ibarra, & Kolb, 2011;Pollack et al., 2012).”

    From Managing to clear the air: Stereotype threat, women, and leadership (2016) · cites this paper as Ely, Ibarra, & Kolb, 2011

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Related

Authors
Ely, R. J., Ibarra, H., & Kolb, D. M.
Affiliations
  • Harvard University (US)
  • INSEAD (FR)
  • Simmons University (US)
ORCID
Venue
Academy of Management Learning & Education
Publisher
Academy of Management
Published
2011-09
Volume
10
Issue
3
Pages
474-493
ISSN
  • 1537-260X (ISSN-L)
  • 1944-9585
DOI
10.5465/amle.2010.0046
OpenAlex
W2035844300
Cited by
1,003
References
138
Citations by year
2026: 82 · 2025: 89 · 2024: 92 · 2023: 65 · 2022: 68 · 2021: 106 · 2020: 113 · 2019: 56 · 2018: 72 · 2017: 68 · 2016: 60 · 2015: 50 · 2014: 35 · 2013: 30 · 2012: 13
FWCI
64.24
Type
journal article
Language
en
Open access
closed
Locations
Academy of Management Learning and Education (publishedVersion)
Topics
  • Social Sciences › Gender Studies › Gender Diversity and Inequality
  • Social Sciences › Psychology › Applied Psychology › Coaching Methods and Impact
  • Social Sciences › Business, Management and Accounting › Strategy and Management › Leadership and Management in Organizations
Keywords
women in leadership, leadership development programs, identity work, gender bias, gender dynamics, negotiation, leading change, 360-degree feedback, networking, program design

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