Women and the labyrinth of leadership.

By A. Eagly, Linda L. Carli. Harvard Business Review, 2008

889 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/3cde14d48de365689babc578447886f4e6758d27

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Citations in the corpus

Reducing women’s lack of fit with leadership positions? Effects of the wording of job advertisements (2015, background): “…in line with other research findings which document that top management is perceived as more “masculine” and that women’s perceived lack of fit is more pronounced for positions of higher than lower levels (Eagly & Carli, 2007; Eagly & Karau, 2002; Heilman & Parks-Stamm, 2007; Koenig et al., 2011).”
Identities under scrutiny: How women leaders navigate feeling misidentified at work (2017, background): “…contributing to women's exclusion from the top, such as work-family issues, discrimination, and organizational barriers to women advancing (e.g., Eagly & Carli, 2007; Ely & Rhode, 2010; Kark & Eagly, 2010; Sinclair, 1998), yet this research suggests women continue to experience invisible yet…”
Generational differences in psychological traits and their impact on the workplace (2008, background): “Although more fathers are now taking on greater domestic responsibilities, the work-family conflict has not eased for women (Eagly and Carli, 2007).”
Perceived organizational barriers to women's career advancement in Lebanon (2010, background): “Galligan, 1980), the anti-female nature of organizations (Burke and McKeen, 1994; Cortis and Cassar, 2005; Eagly and Carli, 2007; Morrison et al., 1987; Weir, 2003), and institutional discrimination such as limited access to networking processes, lack of mentoring, and limited training and developme”
Gender and risk: women, risk taking and risk aversion (2010, background): “Eagly and Carli (2007) point out the added vulnerability of being a “token”woman and suggest organizations “ensure a critical mass” in senior positions and “avoid having a sole female member of any team” (p.”
Gender, emotion and power in work relationships (2011, background): “The gendering of emotion may be a critical component that creates, sustains and amplifies the barriers faced by women seeking to break through the glass ceiling, as well as by those at lower ranks who struggle with the everyday labyrinth of organizational life (cf., Eagly & Carli, 2007a,b).”
Gender Stereotypes and Their Impact on Women’s Career Progressions from a Managerial Perspective (2021, background): “These include being affectionate, helpful, friendly, kind and sympathetic, as well as interpersonally sensitive, gentle and soft-spoken (Eagly & Carli, 2007).”
Gender differences in leadership – believing is seeing: implications for managing diversity (2010, background): “However, Eagly and Carli (2007) have suggested the metaphor of the ‘‘labyrinth,’’ may be more appropriate as it conveys the complexity and number of obstacles women face throughout their careers.”
Leading with their hearts? How gender stereotypes of emotion lead to biased evaluations of female leaders (2016, neutral): “…and power have all emphasized the central role of gender stereotypes in explaining the underrepresentation of women in leadership positions (Eagly & Carli, 2007; Eagly & Karau, 2002; Heilman, 2001; Heilman & Eagly, 2008; Ridgeway, 2001; Rudman & Glick, 2001; Rudman, Moss-Racusin, Phelan, & Nauts,…”