Developing Women Leaders answers the question How do we best develop women leaders? with practical solutions drawn from current literature and the author s personal interviews with high-achievers in major US companies and universities. Presents research-based, practical solutions to help people in organizations develop talented women Describes what organizations and individuals need to know about leadership competencies, personality, and leadership styles Explains gender-related issues that affect the behaviors of both women and men at work Integrates first-hand accounts by high-achieving women and men from major US companies and universities about their leadership experiences Separate chapters addressed to CEOs and Human Resource executives, managers, and women offer practical suggestions to implement in their organizations, using examples from some 'best practice' companies Has relevance across the range of all organizations including Fortune 500 companies, academic institutions, non-profit organizations and small businesses Has significance for every aspect of society business, government, law, families, careers, and health

Developing Women Leaders answers the question "How dowe best develop women leaders?" with practical solutionsdrawn from current literature and the author's personalinterviews with high-achievers in major US companies anduniversities.* Presents research-based, practical solutions to help people inorganizations develop talented women* Describes what organizations and individuals need to know aboutleadership competencies, personality, and leadership styles* Explains gender-related issues that affect the behaviors ofboth women and men at work* Integrates first-hand accounts by high-achieving women and menfrom major US companies and universities about their leadershipexperiences* Separate chapters addressed to CEOs and Human Resourceexecutives, managers, and women offer practical suggestions toimplement in their organizations, using examples from some 'bestpractice' companies* Has relevance across the range of all organizations includingFortune 500 companies, academic institutions, non-profitorganizations and small businesses* Has significance for every aspect of society - businessgovernment, law, families, careers, and health

Series Editor's PrefacePrefaceAcknowledgmentsPart I: Historical and Current Contexts for Women's Leadership1. IntroductionHow This Book Is OrganizedHow to Use This Book Most EffectivelyYour Role in Developing Women's Leadership2. Why Women's Leadership Today Invites Questions and Requires AnswersRecent HistoryKey Historical Events from the 1920s to the 1960sPresent RealitiesMetaphors through Time: From Concrete Wall to Glass Ceiling to LabyrinthDriving Forces Behind Organizational ChangeMore Women in the Workforce than Ever BeforeWomen's Educational AttainmentWomen as Corporate Officers: The Current SituationWomen Leaders Are a Driving Force for Powering BusinessGenerations in the WorkforceWork-life Integration - Shared by Both GendersSummary3. What Women and Men Need To Know About Leadership and Its DevelopmentWhat Does Leadership Research Reveal About the Behavior of Effective Leaders?Leadership CompetenciesWhy Use Leadership Competencies?Personality Traits Associated with LeadershipEthicsLeadership StylesTransformational and Transactional LeadershipWomen as Transformational LeadersWhat Are Some Effective Leadership Development Practices?Challenging Job AssignmentsCoachingMentoringLeadership Development ProgramsSummaryPart II: Practical Suggestions for Organizations, Managers, and Women4. CEOs and Human Resource Executives Can Develop Talented WomenDiversity and Inclusion and the Creation of WealthWhat CEOs and HR Executives Can DoFairness IssuesLeadership DevelopmentCareer DesignSummary5. What Managers Can Do To Develop Talented WomenSocial-Relational Contexts at WorkBest Practices in Talent ManagementStereotypical PerceptionsGender StereotypesStereotypes about Men and WomenWhy Is It Critical for Managers to Understand Gender Stereotypes?What the Research Tells UsThe Double Bind for WomenThe Double StandardWomen's Competence QuestionedResistance to Women's LeadershipBoth Men and Women Internalize Gender StereotypesWhat Can Managers Do?Ensuring Fair Performance EvaluationsWomen's NetworksMentoringCoachingDual-Gender ActionsBecome More Aware of How Gender Biases Influence Your DecisionsHelp Female Managers Develop Their NetworksEndorse the Authority of Female LeadersSend Talented Women to Both Internal and External Training ProgramsGive Women Challenging Job Assignments with Sufficient SupportSteer Clear of the Glass CliffBalance the Numbers of Men and Women on TeamsActions by MenAsk Questions to Understand the Perspective of WomenOvercome the Reluctance to Provide Women with Feedback About TheirPerformanceChampion Women's Leadership DevelopmentActions by WomenShare Experiences with Other WomenRecognize the Wide Range of Diversity among WomenProvide Realistic FeedbackSummary6. What Women Can Do To Develop ThemselvesThe Importance of Seeking FeedbackThe Importance of ReflectionWhat Can Women Do?Join a Women's NetworkAsk For What You WantEnhance Your Influence by Combining Competence with WarmthSeek High Visibility and Line AssignmentsFind MentorsSeek External Stretch AssignmentsAsk for an Executive CoachAttend Both Internal and External Development ProgramsSummaryPart III: Present and Future Leadership7. In the Words of Some of Today's Leaders8. What Does the Future Hold?Changes at the Individual, Organizational and Societal LevelsChange at the Individual LevelChange at the Organizational LevelChange at the Societal LevelQuestions for Practitioners and ResearchersWhat Makes the Present Different from the Past?NotesReferences and Further ReadingsIndex