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The Leadership Quarterly

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 Leadership Quarterly

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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The Leadership Quarterly

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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The Leadership Quarterly

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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The Leadership Quarterly

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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The Leadership Quarterly

A bed of thorns: Female leaders and the self-reinforcing cycle of illegitimacy

In an attempt to explain why the gender gap in leadership positions persists, we propose a model centered on legitimacy. When women hold powerful positions, they have a harder time than men eliciting respect and admiration (i.e., status) from subordinates. As a result, female power-holders are seen as less legitimate than male power-holders....

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The Leadership Quarterly

Managing to clear the air: Stereotype threat, women, and leadership

In this article, we explore the process and implications of stereotype threat for women in leadership, broadly construed. First, we provide a brief background on the phenomenon of stereotype threat generally....

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The Leadership Quarterly

Women on boards: The superheroes of tomorrow?

Can female directors help save economies and the firms on whose boards they sit? Policy-makers seem to think so. Numerous countries have implemented boardroom gender policies because of business case arguments....

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The Leadership Quarterly

Gender and leadership: Introduction to the special issue

The recent surge of research on gender and leadership is remarkable....

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CoachX: Tips on How to Coach the Global Nomadic Leader

Did you know that 40 percent of global leaders assigned to new positions or overseas posts fail after 18 months? Derailment costs companies at least 10 times these global leaders’ expensive annual salaries. Such failure demoralizes employees and jeopardizes relationships with business partners, customers and other stakeholders....

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