Developing Women Leaders

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