Series Editor's Preface
Preface
Acknowledgments
Part I: Historical and Current Contexts for Women's Leadership
1. Introduction
How This Book Is Organized
How to Use This Book Most Effectively
Your Role in Developing Women's Leadership
2. Why Women's Leadership Today Invites Questions and Requires Answers
Recent History
Key Historical Events from the 1920s to the 1960s
Present Realities
Metaphors through Time: From Concrete Wall to Glass Ceiling to Labyrinth
Driving Forces Behind Organizational Change
More Women in the Workforce than Ever Before
Women's Educational Attainment
Women as Corporate Officers: The Current Situation
Women Leaders Are a Driving Force for Powering Business
Generations in the Workforce
Work-life Integration - Shared by Both Genders
Summary
3. What Women and Men Need To Know About Leadership and Its Development
What Does Leadership Research Reveal About the Behavior of Effective Leaders?
Leadership Competencies
Why Use Leadership Competencies?
Personality Traits Associated with Leadership
Ethics
Leadership Styles
Transformational and Transactional Leadership
Women as Transformational Leaders
What Are Some Effective Leadership Development Practices?
Challenging Job Assignments
Coaching
Mentoring
Leadership Development Programs
Summary
Part II: Practical Suggestions for Organizations, Managers, and Women
4. CEOs and Human Resource Executives Can Develop Talented Women
Diversity and Inclusion and the Creation of Wealth
What CEOs and HR Executives Can Do
Fairness Issues
Leadership Development
Career Design
Summary
5. What Managers Can Do To Develop Talented Women
Social-Relational Contexts at Work
Best Practices in Talent Management
Stereotypical Perceptions
Gender Stereotypes
Stereotypes about Men and Women
Why Is It Critical for Managers to Understand Gender Stereotypes?
What the Research Tells Us
The Double Bind for Women
The Double Standard
Women's Competence Questioned
Resistance to Women's Leadership
Both Men and Women Internalize Gender Stereotypes
What Can Managers Do?
Ensuring Fair Performance Evaluations
Women's Networks
Mentoring
Coaching
Dual-Gender Actions
Become More Aware of How Gender Biases Influence Your Decisions
Help Female Managers Develop Their Networks
Endorse the Authority of Female Leaders
Send Talented Women to Both Internal and External Training Programs
Give Women Challenging Job Assignments with Sufficient Support
Steer Clear of the Glass Cliff
Balance the Numbers of Men and Women on Teams
Actions by Men
Ask Questions to Understand the Perspective of Women
Overcome the Reluctance to Provide Women with Feedback About Their
Performance
Champion Women's Leadership Development
Actions by Women
Share Experiences with Other Women
Recognize the Wide Range of Diversity among Women
Provide Realistic Feedback
Summary
6. What Women Can Do To Develop Themselves
The Importance of Seeking Feedback
The Importance of Reflection
What Can Women Do?
Join a Women's Network
Ask For What You Want
Enhance Your Influence by Combining Competence with Warmth
Seek High Visibility and Line Assignments
Find Mentors
Seek External Stretch Assignments
Ask for an Executive Coach
Attend Both Internal and External Development Programs
Summary
Part III: Present and Future Leadership
7. In the Words of Some of Today's Leaders
8. What Does the Future Hold?
Changes at the Individual, Organizational and Societal Levels
Change at the Individual Level
Change at the Organizational Level
Change at the Societal Level
Questions for Practitioners and Researchers
What Makes the Present Different from the Past?
Notes
References and Further Readings
Index
