BanBossy - Leadership tips for managers

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Leadership
Tips for
Managers

Join us to Ban Bossy
When it comes to girls and ambition, the pattern is clear: girls are discouraged from leading. When a little
boy asserts himself, he is called a “leader.” Yet when a little girl does the same, she risks being branded
“bossy”—a precursor to words like “aggressive,” “angry,” and “too ambitious” that plague strong female leaders.
Calling girls bossy is one of many things we do to discourage them from leading. It’s no wonder that by
middle school, girls are less interested in leadership roles than boys, a trend that continues into adulthood.
LeanIn.Org is proud to partner with Girl Scouts of
the USA to bring you Ban Bossy, a public service
campaign to encourage leadership and achievement
in girls. With the help of girls’ leadership expert
Rachel Simmons and the Girl Scout Research Institute,
we’ve developed practical tips to help girls flex their
leadership muscles and to offer parents, teachers,
troop leaders, and managers hands-on strategies for
supporting female leadership.
The time to start building female leaders is now. We
hope you’ll join us to Ban Bossy—and to encourage
girls and women to lead.
Women pay for
their success: Success
and likeability are
positively correlated
for men but negatively
correlated for women.1
#BANBOSSY banbossy.com girlscouts.org/banbossy
2
Post “I will #banbossy” to your social media channels and
visit banbossy.com to take the pledge and learn more.
JOIN US TO
BAN BOSSY

Gender bias is triggered by these deep-rooted
stereotypes of women and men. As Malcolm
Gladwell explores in Blink, we often rely on
unconscious beliefs and assessments to make
snap decisions—we think without thinking.2
Gender
stereotypes are one of these mental shortcuts;
we use them to filter information to simplify
the world around us. Unfortunately, this often
disadvantages women.
Gender bias leads us to systematically discount
women’s performance. Women receive less credit
for achievements than their male counterparts.3
And successful women are generally less well
liked than successful men.4
As a manager, you have a strong incentive to make
sure that women can succeed in your organization.
In the global war for talent, leveraging the full potential
of the population provides a serious competitive
advantage. Companies with more women in
leadership roles have been shown to perform better.5
The good news is that there are small adjustments
you can make to overcome gender bias on your
team and in your organization. As you do, all
ships will rise.
—Rachel Thomas
Co-founder and president of LeanIn.Org
If you ask a room full of women, “Have you ever been called aggressive or difficult at work?” almost
every hand goes up. If you ask a room full of men the very same question, only a few hands go up. Why
are women and men having such vastly different experiences?
Decades of social science research have taught us what we already know—stereotypes are enormously
self-reinforcing. Men are expected to be assertive, confident, and opinionated, so we welcome their lead-
ership. In contrast, women are expected to be kind, nurturing, and compassionate, so when they lead, they
are going against our expectations. A man who makes a tough decision at work is often seen as decisive,
while a woman who does the same may be seen as impulsive and brash.
Don’t underestimate
bias: One study found
that replacing a woman’s
name on a résumé with
a man’s can increase
her “worthiness of
hire” by 60%.6
3

4
1. Push Back on the
“Likeability Penalty”
THE SITUATION >
Women navigate a tightrope between being seen
as competent and being well liked. When a woman
exhibits leadership skills, such as speaking in a direct
style or promoting her ideas, she is often liked less
by her peers. If she is friendly and helpful, her peers
tend to like her but may be less apt to see her
as competent.7
This can have a big impact on a
woman’s career. Ask yourself: Who are you more
likely to support and promote, the man with high
marks across the board or the woman who has
equally high marks but is “just not as well liked”?
THE SOLUTION >
Listen for the language of the likeability penalty.
When a woman is described as “aggressive,” “too
ambitious,” “out for herself,” or “not well liked,”
there’s a good chance this is the penalty in action.
Push the person making the comment for a specific
example of what the woman did. Then ask, “Would
you have the same reaction if a man did the same
thing?” In many cases, the answer will be no, and
you can surface the possibility that gender bias is
the culprit. If they push back, citing that men and
women have the same issues with her, remind
them that we’re all susceptible to bias—women are
more harshly judged by both genders. Finally, it’s
important to remember that you can fall into the
same bias traps; think carefully about your own
response to female coworkers.
Listen for the
language of the
likeability penalty.

WHAT WOMEN CAN DO:
FIND A WORK BUDDY
One way to combat these negative meeting dynamics is
to pair up with another woman and agree to advocate for
each other. You can reinforce her good ideas and ask for
her opinions, and she can do the same for you. When a
woman advocates for another woman, they both benefit.
— Shared by Gina Bianchini, CEO of
Mightybell co-founder of LeanIn.Org
2. Get Everyone to Sit
at the Table Participate
THE SITUATION
Compared to women, men talk more and make
more suggestions in meetings, while women are
interrupted more, given less credit for their ideas,
and have less overall influence.8
If you watch men
and women at the same job level, you will also notice
that more of the men sit in the front and center
seats, while women tend to gravitate toward the
end of the table and edge of the room in meetings—
away from the positions that convey status. Lack
of full participation often undermines outcomes;
but tapping into the skills and expertise of a diverse
group of employees can improve performance.9
THE SOLUTION
It’s important to make sure everyone speaks up and
is heard. Start by watching where your team sits in
meetings. Make sure women as well as men sit front
and center. Set a precedent that every voice counts
and establish a no interruptions rule to reinforce it.
If a colleague is cut off, interject and say you’d like
to hear her finish; this is good for her and elevates
your leadership. Openly ask women to contribute
to the conversation, and when they do contribute,
acknowledge their contributions by name.
5

1. Make Résumé Review Gender Blind
Hiring decisions are prone to gender bias, too—remember,
replacing a woman’s name on a résumé with a man’s can
significantly increase her chances of being hired.12
When reviewing
résumés for a job opening, consider making them gender
blind. After a major U.S. symphony introduced a blind audition
process—where musicians played behind a screen—a woman’s
odds of advancing to the next round increased by 50 percent.13
2. Watch “Creating a Level Playing Field”
Watch “Creating a Level Playing Field” by Shelley Correll,
director of Stanford’s Clayman Institute for Gender Research,
to learn six strategies for reducing errors in decision making
and recognizing everyone’s best work. Use the discussion
guide to lead a team conversation on gender bias, or break
into small groups for more exploration and group exercises.
You’ll find everything you need at leanin.org/level-playing-field.
ACTIVITIES
3. Evaluate Performance Fairly
THE SITUATION
We all understand the importance of fair evaluations,
yet women are evaluated more harshly than men.10
This bias is more pronounced when review criteria
are unclear, and we’re more likely to rely on gut
feelings and personal inferences.11
THE SOLUTION
Awareness begets fairness. Make sure everyone
on your team is aware of the gender bias in
evaluating performance. Work with your team to
set expectations up front. Be specific about what
constitutes excellent performance, and make sure
goals are understood and measurable. The clearer
your criteria are, the better. Ask team members
to explain their evaluations—and ask the same of
yourself. When we’re accountable for our decisions,
we’re more motivated to think through them carefully.
6
Awareness
begets
fairness.

WHAT WOMEN CAN DO:
OWN YOUR SUCCESS
So often we deflect praise with
a self-deprecating comment like
“I got lucky” or “It was nothing.”
What a missed opportunity! Praise
can be hard to come by and goes
a long way toward establishing
your credibility. If nothing else,
smile and say, “Thank you.”
In two simple words, you’ve
owned your accomplishment and
communicated your appreciation.
—Shared by Roxane Divol, senior vice
president of partner alliances, Symantec
4. Give Women Credit
THE SITUATION
Ask a man to explain his success and he’ll typically
point to his innate qualities and skills. Ask a
woman and she’ll likely attribute her success
to external factors, insisting she did well because
she “worked really hard,” “got lucky,” or “had help
from others.”14
And it’s not just women who are
tough on themselves. All of us discount women’s
achievements. Women also get less credit than
their male counterparts for their role in team
accomplishments.15
THE SOLUTION
Make sure women get the credit they deserve and
look for opportunities to celebrate their success.
Help women identify their own success on a regular
basis with questions like “What progress have you
made since we last spoke?” or “What are you most
proud of this month?” Keep a running record of
their responses and have them to do the same.
7

5. Pay Women Fairly
THE SITUATION
Even if you adjust for number of hours worked,
on average women are paid less than men.16
Yet
fair compensation makes good business sense—
it can protect organizations from reputation
risks and can increase employee motivation.17
THE SOLUTION
Audit compensation across your team. Are
women getting paid as much as men at the
same level? Remember, fair pay begins with
evaluating performance correctly and giving
everyone full credit for their contributions.
8
DID YOU KNOW?
The wage gap starts right
out of school: A recent study
found that women in their first
year out of college were paid
82 cents for every dollar
paid to their male peers.18

6. Encourage Women to Negotiate
THE SITUATION
Women are less likely to negotiate, often because
they are concerned they’ll be viewed unfavorably.
They are right to worry. We expect men to advocate
on their own behalf and be rewarded for their
accomplishments, so there’s little downside for
them when they negotiate, even fiercely. In contrast,
we expect women to be communal and collaborative,
so when they negotiate or advocate for themselves,
we often react unfavorably.19
Of course it follows
that women are less likely to receive equal pay
if they don’t negotiate actively.
THE SOLUTION
Communicate to all the members of your team—
especially the women—that it’s important for
them to ask for what they deserve. Research shows
that women will negotiate at comparable rates to
men when given explicit permission.20
In addition,
remember we’re all prone to penalize women when
they negotiate. Be conscious of this dynamic and
correct for it; you’ll set a good example for others.
9
WHAT WOMEN CAN DO:
NEGOTIATE—BUT DO IT EFFECTIVELY!
First and foremost, you need to negotiate—you
won’t get what you don’t ask for. And when you do
negotiate, understand the gender stereotypes you
are fighting against and educate yourself about how
to do so effectively. Use communal language, since
women get better outcomes when they emphasize
a concern for organizational relationships.23
For
example, you can say, “My team exceeded all our
goals this year. We all deserve to be rewarded for
our accomplishments, including me.” Another way
to demonstrate a connection to others is to ground
the negotiation in gender pay issues: “Given that
women are paid less than men across the board,
we would both be disappointed if I didn’t negotiate
for myself.” Watch Stanford professor Margaret Neale’s
lecture at leanin.org/education/negotiation for other
strategies to prepare for your next negotiation.
DID YOU KNOW?
Gender differences in the
willingness to negotiate contribute
to the underrepresentation of women
at the top. According to one study,
employees who negotiate are
promoted 17 months more quickly.22
DID YOU KNOW?
Studies show that women
negotiate as effectively as
men on someone else’s behalf,
when their advocacy does
not appear self-serving.21

Audit Your Team’s Project Work
Make a list of the most common types of mission-critical
and service work your team does. Service work can be
anything from organizing birthday gifts to taking recruits
out to dinner. Then evaluate who is doing what. If the
women on your team are disproportionately doing
service work, make adjustments.
ACTIVITY
7. Distribute Work Equally
THE SITUATION
A majority of women end up in support roles, but
line roles with PL responsibility more often lead to
senior leadership positions.24
Women also tend to
take on more service work (e.g., organizing events,
training new hires, running team-building programs),
leaving less time for mission-critical work.25
Whether
women volunteer for these duties or are just
expected to take them on, service work rarely gets
someone noticed and promoted. When women are
asked a favor at work, they earn almost no social
capital for saying yes and are penalized for saying
no. Men, on the other hand, gain points for saying
yes and face minimal fallout for saying no.26
Over
time, these dynamics can have a serious impact
on a woman’s career trajectory.
THE SOLUTION
Audit who’s doing service work and make sure it’s
distributed equally. Pay attention to who volunteers
and what they volunteer for. Talk to the people
who don’t volunteer for high-profile assignments
to understand what’s holding them back—high
workload, lack of interest, fear they won’t deliver—
and help them work through their concerns.
10
WHAT WOMEN CAN DO:
USE THE STRATEGIC NO
Volunteer for stretch projects that will
enhance your career. Then when people
ask you to take on undervalued work,
use what I call the strategic no. Simply
say, “I’m working with Jim on a project
that will open the door to an important
new client base, but this would be a
perfect stretch assignment for X down
the hall.” This way you can dodge the
project while communicating you’re a
good team player.
— Shared by Joan C. Williams, co-author of
What Works for Women at Work
DID YOU KNOW?
Two-thirds of executive women
in Fortune 200 companies are
in support roles, such as HR and
communications, but line roles
with PL responsibility more
often lead to the C-suite.27

8. Encourage Women to
Pursue Opportunities
THE SITUATION
Women tend to underestimate their skills and take
fewer risks than men.28
As a result, they may be
more hesitant to ask for high-profile projects or
apply for new opportunities.29
Even when women
have the desire, they don’t always have the flexibility
and support to go for it. This has a huge impact
on who ends up in leadership roles.
THE SOLUTION
Push back when a woman says she’s “not ready”
or “not qualified.” Remind her what she’s already
accomplished and how quickly she’s progressing.
In addition, make it easier for her—and everyone
on your team—to reach for opportunities and still
meet family responsibilities. Support and encourage
flexibility for everyone. Make it clear you value
results over face time and actively serve as a good
role model. If you talk openly about leaving early
for your son’s game, you signal to everyone that
it’s okay to make time for family.
11
DID YOU KNOW?
Women are more likely than
men to suffer from the impostor
syndrome, a phenomenon that
plagues people with self-doubt.
Despite external evidence of
their competence, they
feel like frauds.31
DID YOU KNOW?
Research shows that men
apply for jobs when they
meet 60% of the criteria, while
women wait until they feel
they meet 100% of
the criteria.30

9. Let Your Team Know You’ll
Support Them Through Pregnancy
THE SITUATION
Companies lose talented women during their
childbearing years—one study found that more than
40 percent of highly qualified women with children
choose to “off-ramp,”32
and more than a quarter
of them never rejoin the workforce.33
As a result,
organizations incur significant expense recruiting
and onboarding new employees and lose valuable
institutional knowledge and connections.34
THE SOLUTION
It’s not illegal to talk about pregnancy, only to
discriminate based on it.35
Let the women—and
men—on your team know you’ll support their
decision to start a family. Offer to talk to them if
and when they’re ready. They may not take you up
on it, but they’ll feel supported knowing your door
is open. Be explicit that you are asking so you can
help them—for example, assure them you won’t
start giving away the best assignments and that
their jobs will be waiting for them on their return.
12
Learn How to Talk About Pregnancy
Read Skadden, Arps, Slate, Meagher
Flom’s guidelines for talking to women
about pregnancy within the framework
of the law. Go to leanin.org/talking-
about-pregnancy-at-work.
ACTIVITY

10. Mentor Sponsor Women
THE SITUATION
Mentorship and sponsorship are key drivers of
success, yet women can have a harder time finding
mentors and sponsors, especially those with lots
of influence.36
Mentoring relationships often form
between individuals with common interests.37
Men
end up gravitating toward other men, and since
there are more men in senior roles, women miss out.38
Moreover, junior women and senior men often avoid
mentoring relationships out of concern that a close
relationship—or even time spent together—will
look inappropriate.39
THE SOLUTION
We need more male managers to mentor and
sponsor junior women, and we should reward them
when they do. Establish formal mentorship and
sponsorship programs. Encourage informal
interactions between the women and men on your
team—personal connections lead to relationships
that can propel careers. Finally, look for ways to
make access to managers equal.
13
WHAT WOMEN CAN DO:
1. FOCUS ON AUTHENTIC CONNECTIONS
Too many young women start with, “Will you be my
mentor?” That’s an awfully big ask. More specific and
thoughtful questions are more effective—for example,
“I researched Competitor X and wonder why we don’t
compare our product features to theirs. Do you have a few
minutes to discuss?” I always feel compelled to spend a
few minutes answering, and over time these quick exchanges
lead to a deeper relationship that I feel invested in.
—Shared by Heather S. Burgess, associate director, Procter Gamble
2. START A CIRCLE
Finding a mentor can be difficult, but peers can be just as
effective at offering guidance. This is the power of Lean In
Circles. These small self-organizing groups meet regularly
to harness the experience and creativity of all their members.
Research shows that people are more confident and are able
to learn and accomplish more in groups.41
Start or join your
own Circle today at leanin.org/circles, and invite men to join
the conversation too.
DID YOU KNOW?
According to a recent report,
almost two-thirds of male
executives are hesitant to have
one-on-one meetings with
a more junior woman.40

The photographs in this document
are from the Lean In Collection
on Getty Images available at
gettyimages.com/leanin.
14
Post “I will #banbossy” to your social media channels and
visit banbossy.com to take the pledge and learn more.
JOIN US TO
BAN BOSSY
LeanIn.Org
LeanIn.Org is the nonprofit organization
founded by Facebook COO Sheryl Sandberg
to empower all women to achieve their
ambitions. LeanIn.Org offers inspiration and
support through an online community, free
expert lectures, and Lean In Circles,
small peer groups who meet regularly
to share and learn together.
leanin.org
Visit banbossy.com
for more information
and tips for parents
and girls.

1
Madeline E. Heilman and Tyler G. Okimoto, “Why Are Women Penalized
for Success at Male Tasks? The Implied Communality Deficit,” Journal of
Applied Psychology 92, no. 1 (2007): 81–92; and Madeline E. Heilman et
al., “Penalties for Success: Reactions to Women Who Succeed at Male
Gender-Typed Tasks,” Journal of Applied Psychology 89, no. 3 (2004):
416—27.
2
Malcolm Gladwell, Blink (New York: Back Bay Books, 2007).
3
Madeline E. Heilman and Michelle C. Haynes, “No Credit Where Credit
Is Due: Attributional Rationalization of Women’s Success in Male-Female
Teams,” Journal of Applied Psychology 90, no. 5 (2005): 905—16.
4
Madeline E. Heilman and Tyler G. Okimoto, “Why Are Women Penalized
for Success at Male Tasks?”; and Madeline E. Heilman et al., “Penalties for
Success.”
5
“Women on Boards. Factsheet 1: The Economic Arguments,” European
Commission (2013), http://ec.europa.eu/justice/gender-equality/files/
womenonboards/factsheet-general-1_en.pdf; Nancy M. Carter and
Harvey M. Wagner, “The Bottom Line: Corporate Performance and
Women’s Representation on Boards (2004—2008),” Catalyst (March 1,
2011), http://www.catalyst.org/knowledge/bottom-line-corporate-
performance-and-womens-representation-boards-20042008; Mary Cur-
tis, Christine Schmid, and Marion Struber, Gender Diversity and Corporate
Performance (August 2012), Credit Suisse Research Institute, https://
www.credit-suisse.com/newsletter/doc/gender_diversity.pdf; and Dow
Jones, “Women at the Wheel: Do Female Executives Drive Start-Up Suc-
cess?” (2012), http://www.dowjones.com/collateral/files/WomenPE_re-
port_final.pdf.
6
Rhea E. Steinpreis, Katie A. Anders, and Dawn Ritzke, “The Impact of
Gender on the Review of Curricula Vitae of Job Applicants and Tenure
Candidates: A National Empirical Study,” Sex Roles 41, nos. 7—8 (1999):
509—28.
7
Catalyst, The Double-Bind Dilemma for Women in Leadership: Damned
if You Do, Doomed if You Don’t (July 2007), http://www.catalyst.org/
knowledge/double-bind-dilemma-women-leadership-damned-if-you-
do-doomed-if-you-dont-0; Madeline E. Heilman and Julie J. Chen, “Same
Behavior, Different Consequences: Reactions to Men’s and Women’s
Altruistic Citizenship Behaviors,” Journal of Applied Psychology 90, no.
3 (2005): 431—41; Madeline E. Heilman and Tyler G. Okimoto, “Why Are
Women Penalized for Success at Male Tasks?”; and Sheryl Sandberg,
Lean In (New York: Alfred A. Knopf, 2013), 39—51.
8
Sheryl Sandberg, Lean In, 149; Deborah Tannen, “The Power of Talk:
Who Gets Heard and Why,” Harvard Business Review 73, no. 5 (1995):
138—48; and Melissa C. Thomas-Hunt and Katherine Phillips, “When What
You Know Is Not Enough,” Personality and Social Psychology Bulletin 30,
no. 12 (2004): 1585–98. For a review of gender and speech, see Cecilia L.
Ridgeway and Lynn Smith-Lovin, “The Gender System and Interaction,”
Annual Review of Sociology 25, no. 1 (1999): 202—3.
9
Cedric Herring, “Does Diversity Pay? Race, Gender and the Business
Case for Diversity,” American Sociological Review 74, no. 2 (2009):
208—24.
10
Corinne A. Moss-Racusin et al., “Science Faculty’s Subtle Gender Biases
Favor Male Students,” Proceedings of the National Academy of Sciences
of the United States of America 109, no. 41 (2012): 16474—79.
11
Madeline E. Heilman, “Gender Stereotypes and Workplace Bias,”
Research in Organizational Behavior 32 (2012): 113—35; and Eric Luis Uhl-
mann and Geoffrey L. Cohen, “Constructed Criteria: Redefining Merit to
Justify Discrimination,” Psychological Science 16, no. 6 (2005): 474—80.
12
Rhea E. Steinpreis, Katie A. Anders, and Dawn Ritzke, “The Impact of
Gender on the Review of Curricula Vitae of Job Applicants and Tenure
Candidates.”
13
Ibid.; and Claudia Goldin and Cecilia Rouse, “Orchestrating Impartiali-
ty: The Impact of ‘Blind’ Auditions on Female Musicians,” The American
Economic Review 90, no. 4 (2000): 715—41.
14
Sylvia Beyer, “Gender Differences in Causal Attributions by College
Students of Performance on Course Examinations,” Current Psychology
17, no. 4 (1998): 346—58; and Sylvia Beyer, “The Effects of Gender,
Dysphoria, and Performance Feedback on the Accuracy of Self-Evalua-
tions,” Sex Roles 47, nos. 9—10 (2002): 453—64.
15
Sheryl Sandberg, Lean In, 30; and Madeline E. Heilman and Michelle C.
Haynes, “No Credit Where Credit Is Due.”
16
Francine D. Blau and Lawrence M. Kahn, “The U.S. Gender Pay Gap in
the 1990s: Slowing Convergence,” Industrial and Labor Relations Review
60, no. 1 (2006): 45—66.
17
Equality and Human Rights Commission, Equal Pay—A Good Business
Decision (December 2011), http://www.equalityhumanrights.com/up-
loaded_files/publications/equalpayagoodbusinessdecision.pdf; Peggy A.
Cloninger, Nagarajan Ramamoorthy, and Patrick C. Flood, “The Influence
of Equity, Equality and Gender on Organizational Citizenship Behaviors,”
S.A.M. Advanced Management Journal 76 (Autumn 2011): 37—46; and
Kent Romanoff, Ken Boehm, and Edward Benson, “Pay Equity: Internal
and External Considerations,” Compensation and Benefits Review 18a, no.
6 (1986): 17—25.
18
Christianne Corbett and Catherine Hill, Graduating to a Pay Gap:
The Earnings of Women and Men One Year After College Graduation,
American Association of University Women (October 2012), http://www.
aauw.org/files/2013/02/graduating-to-a-pay-gap-the-earnings-of-wom-
en-and-men-one-year-after-college-graduation.pdf.
19
Sheryl Sandberg, Lean In, 45; Emily T. Amanatullah and Catherine H.
Tinsley, “Punishing Female Negotiators for Asserting Too Much . . . or
Not Enough: Exploring Why Advocacy Moderates Backlash Against
Assertive Female Negotiators,” Organizational Behavior and Human
Decision Processes 120, no. 1 (2013): 110—22; and Hannah Riley Bowles,
Linda Babcock, and Lei Lai, “Social Incentives for Gender Differences in
the Propensity to Initiate Negotiations: Sometimes It Does Hurt to Ask,”
Organizational Behavior and Human Decision Processes 103, no. 1 (2007):
84–103.
Endnotes
15

20
Andreas Leibbrandt and John A. List, Do Women Avoid Salary Nego-
tiations? Evidence from a Large Scale Natural Field Experiment, National
Bureau of Economic Research, Working Paper 18511 (November 2012).
21
Emily T. Amanatullah and Michael W. Morris, “Negotiating Gender
Roles: Gender Differences in Assertive Negotiating Are Mediated by
Women’s Fear of Backlash and Attenuated When Negotiating on Behalf
of Others,” Journal of Personality and Social Psychology 98, no. 2 (2010):
256—67; and Hannah Riley Bowles et al., “Constraints and Triggers:
Situational Mechanics of Gender in Negotiation,” Journal of Personality
and Social Psychology 89, no. 6 (2005): 951—65.
22
Fiona Greig, “Propensity to Negotiate and Career Advancement:
Evidence from an Investment Bank That Women Are on a ‘Slow
Elevator,’” Negotiation Journal no. 24 (2008): 495—508.
23
Hannah Riley Bowles and Linda Babcock, “How Can Women Escape
the Compensation Negotiation Dilemma? Relational Accounts Are One
Answer,” Psychology of Women Quarterly 37, no. 1 (2013): 80—96.
24
Joanna Barsh and Lareina Yee, Special Report: Unlocking the Full
Potential of Women at Work, McKinsey Company (2012), http://online.
wsj.com/public/resources/documents/womenreportnew.pdf.
25
Joan C. Williams and Rachel Dempsey, What Works for Women at
Work: Four Patterns Working Women Need to Know (New York: NYU
Press, 2014).
26
Madeline E. Heilman and Julie J. Chen, “Same Behavior, Different
Consequences.”
27
Joanna Barsh and Lareina Yee, Special Report: Unlocking the Full
Potential of Women at Work.
28
Jennifer L. Lawless and Richard L. Fox, Men Rule: The Continued
Under-Representation of Women in U.S. Politics, Women Politics
Institute, American University School of Public Affairs (January 2012),
http://www.american.edu/spa/wpi/upload/2012-Men-Rule-Report-
final-web.pdf; Marianne Bertrand, “New Perspectives on Gender,” in
Handbook of Labor Economics, vol. 4B, ed. Orley Ashenfelter and David
Card (Amsterdam: North Holland, 2010): 1544—90; Rachel Croson and
Uri Gneezy, “Gender Differences in Preferences,” Journal of Economic
Literature 47, no. 2 (2009): 448—74; Irene E. De Pater et al., “Challenging
Experiences: Gender Differences in Task Choice,” Journal of Manage-
rial Psychology 24, no.1 (2009): 4—28; Catherine C. Eckel and Phillip J.
Grossman, “Men, Women, and Risk Aversion: Experimental Evidence,”
in Handbook of Experimental Economics Results, vol. 1, ed. Charles R.
Plott and Vernon L. Smith (Amsterdam: North Holland, 2008), 1061—73;
S. Scott Lind et al., “Competency-Based Student Self-Assessment on a
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29
Anne Ross-Smith and Colleen Chesterman, “‘Girl Disease’: Women
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Liz Doherty and Simonetta Manfredi, “Women’s Progression to Senior
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30
Georges Desvaux, Sandrine Devillard-Hoellinger, and Mary C. Meaney,
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2008): 4, http://www.womenscolleges.org/files/pdfs/BusinessCasefor-
Women.pdf.
31
Pauline Rose Clance and Suzanne Ament Imes, “The Imposter Phenom-
enon in High Achieving Women: Dynamics and Therapeutic Intervention,”
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32
Sylvia Ann Hewlett and Carolyn Buck Luce, “Off-Ramps and On-Ramps:
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33
Ibid.
34
Ibid.
35
Joseph Yaffe, “Rethinking Workplace Pregnancy Discussions,”
LeanIn.Org, April 8, 2013, http://leanin.org/discussions/rethinking-work-
place-pregnancy-discussions/.
36
Sheryl Sandberg, Lean In, 8; Kimberly E. O’Brien et al., “A Meta-Analytic
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Taylor H. Cox Jr., “Race, Gender, and Opportunity: A Study of Compensa-
tion Attainment and the Establishing of Mentoring Relationships,” Journal
of Applied Psychology 81, no. 3 (1996): 297—308.
37
Tammy D. Allen, Mark L. Poteet, and Susan M. Burroughs, “The Mentor’s
Perspective: A Qualitative Inquiry and Future Research Agenda,” Journal
of Vocational Behavior 51, no. 1 (1997): 86.
38
Herminia Ibarra, Nancy M. Carter, and Christine Silva, “Why Men Still
Get More Promotions Than Women.”
39
Sylvia Ann Hewlett et al., The Sponsor Effect: Breaking Through the
Last Glass Ceiling, a Harvard Business Review Research Report
(December 2010): 35.
40
Ibid.
41
Patrick R. Laughlin, Erin C. Hatch, Jonathan S. Silver, and Lee Boh,
“Groups Perform Better Than the Best Individuals on Letters-to-Numbers
Problems: Effects of Induced Strategies,” Journal of Personality and So-
cial Psychology 90, no. 4 (2006): 644—51; and Paul Zarnoth and Janet A.
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Journal of Experimental Social Psychology 33, no. 4 (1997): 345—66.
Endnotes
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