Female leaders doing gender well and differently: Finding the right balance for effective management

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Women who progress up the managerial hierarchy disturb the gendered order, invoking the wrath of both men and women who are acculturated to associate management with masculinities and men. Understanding this situation is complex. Women who progress to senior management continue to be evaluated as women and when they conform to the masculine manager stereotype they are vilified by both men and women.

Practical implications

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

Citation

(2013), "Female leaders doing gender well and differently: Finding the right balance for effective management", Strategic Direction, Vol. 29 No. 2, pp. 17-19. https://doi.org/10.1108/02580541311298010