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The Science of LeadershipLessons from Research for Organizational Leaders$
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Julian Barling

Print publication date: 2014

Print ISBN-13: 9780199757015

Published to Oxford Scholarship Online: April 2014

DOI: 10.1093/acprof:oso/9780199757015.001.0001

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PRINTED FROM OXFORD SCHOLARSHIP ONLINE (oxford.universitypressscholarship.com). (c) Copyright Oxford University Press, 2021. All Rights Reserved. An individual user may print out a PDF of a single chapter of a monograph in OSO for personal use. date: 03 December 2021

Gender and Leadership

Gender and Leadership

Chapter:
(p.202) (p.203) Chapter 8 Gender and Leadership
Source:
The Science of Leadership
Author(s):

Julian Barling

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199757015.003.0008

The effects of gender of leader emergence (or role occupancy), leader behavior (especially transformational leadership) and leader effectiveness have been extensively studied. Women are still less likely than equally-skilled men to find themselves in leadership positions, especially positions higher up in the organization, and on governance boards. When women do find themselves in positions of leadership, evidence supports the existence of the “glass cliff”, whereby they are more likely to be promoted to precarious positions than males. Any bias against women leaders is subtle and still persists, and is also more likely in traditional male-oriented roles or organizations. Meta analyses show that women score higher than men on transformational leadership. Suggested interventions aimed at overcoming biases against female leaders, including minimizing stereotype threat, diversity training, family-friendly initiatives, mentorship programs, and legislation, are discussed

Keywords:   stereotype threat, leader emergence, role occupancy, glass cliff, transformational leadership, leadership effectiveness

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