Taking Gender into Account: Theory and Design for Women's Leadership Development Programs

By R. Ely, H. Ibarra, D. Kolb. 2011

857 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/4585745a0004edf78eb6bde63b2709a68ce75fc3

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Gender Studies

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Identity work in organizations and occupations: Definitions, theories, and pathways forward (2018, background): “Ely and Meyerson (2010) found that the “undoing” of gender in offshore oil platforms enabled employees to remain focused on safety and avoid unnecessary risks.”
Creativity from Constraint? How the Political Correctness Norm Influences Creativity in Mixed-sex Work Groups (2015, background): “…organizations become increasingly diverse, particularly with regard to gender—a shift so dramatic that women now outnumber men for the first time in U.S. labor history (Mulligan, 2010; Ely, Ibarra, and Kolb, 2011)—interactions that are unconstrained by norms carry with them a high risk for offense.”
Leadership and followership identity processes: A multilevel review ☆ (2017, background): “Ely, Ibarra, and Kolb (2011) focused on the gender dynamics involved in becoming a leader.”
Women and Leadership (2017, background): “Given that multirater feedback and other leader development assessments may be biased due to gender stereotypes, the literature suggests that organizations can best support their women leaders by creating a culture that not only welcomes and values developmental feedback but also educates all raters”
The Unwanted Self: Projective Identification in Leaders’ Identity Work (2012, methodology): “We contribute to the literature on identity work in the process of leader development (Day & Harrison, 2007; DeRue & Ashford, 2010; Ely et al., 2011; Ibarra et al., 2010; Lord & Hall, 2005; Petriglieri et al., 2011) by arguing that the internalization and enactment of a leader identity can generate ”