Journal Article
The authors 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, the authors 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 in order to meet the particular challenges women face when transitioning to more senior leadership roles.
By framing leadership development as identity work, the authors 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.
