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“Which advertisement fits reality?” asked Pamela Butler, researcher into gender communication. The top ad represents selected adjectives used to describe feminine characteristics in the Bern Sex Role Inventory (BSRI), a psychometric testing instrument, while the bottom ad represents so‐called masculine personality characteristics. The ads were adapted from Butler's advertisements for “Insurance Executives” in Self‐Assertion for Women.

Wanted: Manager Affectionate, childlike person who does not use harsh language, to head our administrative division. We want someone who is cheerful and eager to sooth hurt feelings. The position requires gullibility. This is the perfect job for the tender, yielding individual. Wanted: Manager Competitive, ambitious person with leadership ability to head our administrative division. We want someone who is dominant and self‐sufficient. The position requires strong analytical ability. This is the perfect job for a self‐reliant, independent person.

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

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

A study by researchers from two American universities found that undergraduates’ gender was a significant factor in predicting aspirations to top management. The analysis showed that women’s aspirations were lower than men’s and declined during the 21st century, whereas men’s did not.

The briefing saves busy executives, strategists 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.

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

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

The research shows a decreasing emphasis of stereotypically masculine traits to describe the qualities of a “good manager”.

The briefing saves busy executives, strategists 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.

A key obstacle to women’s advancement to managerial roles and leadership positions is the stereotype of the “good” manager, which is characterized by masculine traits. Although this gendered managerial stereotype has been very persistent over the past decades, Powell et al. (2021) recently showed that business students in the USA reported a decreased preference for masculine leadership traits and an increased preference for feminine leadership traits, resulting in a so-called “androgynous” manager profile that contains both masculine and feminine characteristics. This study aims to replicate Powell et al.’s (2021) findings among an older sample of working adults in The Netherlands.

The present study tests for changes in the managerial stereotype in a sample of 5,542 Dutch employees across 2005, 2010 and 2020.

In line with Powell et al. (2021), the results confirm employees’ decreased preference for masculine and increased preference for feminine leadership traits in 2020 compared to 2005. Nevertheless, Dutch employees still favored masculine over feminine leadership traits in 2020, contrary to the findings by Powell et al. (2021).

These observed changes in the managerial stereotype could prove to be an important step forward for women’s advancement to management and leadership positions.

With the present study, the authors demonstrate cross-cultural generalizability and conclude that the stereotype of a “good manager” is not only changing among US business students but also among working adults in The Netherlands. Overall, this study strengthens the observation that the stereotype of a “good manager” is becoming less gendered.

This paper aims to examine the relationship between board diversity and total directors’ remuneration in Malaysia. The authors have operationalised two variables to represent board diversity: the proportion of women directors on the board, to present gender diversity and the proportion of Bumiputras directors, to represent ethnic diversity.

This study has used a panel least squares to test the relationship between board diversity and total directors’ remuneration.

Based on a 1,094 firm-year sample from 2007 to 2009, the authors found a positive and significant relationship between gender-diverse boards and remuneration, but a negative and significant relationship between ethnically diverse boards and remuneration. The interaction between gender and ethnically diverse boards results in a weaker negative relationship between ethnically diverse boards and remuneration with an increased presence of women directors. Finally, the authors found a positive and significant impact on remuneration when there are at least three women and three Bumiputras directors. The findings are robust after controlling for corporate governance variables, institutional variables and firm characteristics.

The main implication of this finding is the positive effect of firms hiring more women in top management roles on remuneration. In addition, the negative effect of Bumiputras suggests that their role is to offer political expedience to the board and thus provide economies of scale through their status to the country.

This study tests the effect of both gender and ethnicity simultaneously on directors’ remuneration.

This chapter utilizes a network perspective to show how the totality of one’s social connections impacts well-being by providing access to resources (e.g., information, feedback, and support) and placing limits on autonomy. We provide a brief review of basic network concepts and explain the importance of understanding how the networks in which leaders are embedded may enhance or diminish their well-being. Further, with this greater understanding, we describe how leaders can help promote the well-being of their employees. In particular, we focus on four key aspects of workplace networks that are likely to impact well-being: centrality, structural holes, embeddedness, and negative ties. We not only discuss practical implications for leaders’ well-being and the well-being of their employees, but also suggest directions for future research.