![]() ![]() ![]() ![]() Furthermore, the human tendency to gravitate to people who are like oneself leads powerful men to sponsor and advocate for other men when leadership opportunities arise. Practices that equate leadership with behaviors considered more common in men suggest that women are simply not cut out to be leaders. Women must establish credibility in a culture that is deeply conflicted about whether, when, and how they should exercise authority. Research shows, the authors write, that the subtle “second generation” gender bias still present in organizations and in society disrupts the learning cycle at the heart of becoming a leader. That’s because they haven’t addressed the fundamental identity shift involved in coming to see oneself, and to be seen by others, as a leader. Even when CEOs make gender diversity a priority-by setting aspirational goals for the proportion of women in leadership roles, insisting on diverse slates of candidates for senior positions, and developing mentoring and training programs-they are often frustrated by a lack of results. ![]()
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