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Taking Gender Into Account: Theory and Design for Women's Leadership Development Programs
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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“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
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“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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Metadata
- Authors
- Ely, R. J., Ibarra, H., & Kolb, D. M.
- Affiliations
- Harvard University (US)
- INSEAD (FR)
- Simmons University (US)
- 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
- 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
About these checks
Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.
Statistics and arithmetic are recomputed, not judged.
Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.
What counts as a claim ›How we measure confidence ›How we check this ›
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