Leadership Resource List:

Leadership in Academia and Research

  • Cole, T. R., Goodrich, T. J., & Gritz, E.R. (2009).Academicmedicineinsickness and in health: Scientists, physicians, and the pressures of success. New York: Springer Science+Business Media.
  • Dannels, S. A., Yamagata, H., McDade, S.A., Chuang, Y., Gleason, K. A., McLaughlin, J. M., Richman, R., Morahan, P. S. (2008). Evaluating a Leadership Program: A Comparative, Longitudinal Study to Assess the Impact of the Executive Leadership in Academic Medicine(ELAM)ProgramforWomen.Academic Medicine, Vol 83 (5), 488-495.
  • Dannels, S., McLaughlin, J., Gleason, K. A., McDade, S. A., Richman, R., Morahan, P. S. (2009). Medical School Deans’ PerceptionsofOrganizational Climate: Useful Indicators for Advancementof Women Faculty and Evaluation of a Leadership Program’s Impact. Academic Medicine, Vol. 84 (1),67-79.
  • Dannels, S. A., McLaughlin, J. M., Gleason, K. A., Dolan, T. A., McDade, S. A., Richman, R. C., Morahan, P. S. (2009). Dental School Deans’ Perceptions of the Organizational Cultute and Impact ofthe ELAM Programon the Culture and Advancement of Women Faculty.Journal of Dental Education, Vol. 73 (6), 676-688.
  • De Holanda Campos, H., Friedman, S., Morahan, P. S., de Campos, F. E., Haddad, A. E. (2013). Evaluation of Health Professions Leadership and Management and Programs that Teach these Competencies. InInternational Best Practices for Evaluation in the Health Professions. (pp. 311-327). Radcliffe Publishing: New York.
  • Dean, D. R., Brackens, S. J., & Allen, J.K. (2009):Women in academic leadership: Professional strategies, personal choices. Sterling, VA: Stylus.
  • Dugan, J. P., Fath, K. Q., Howes, S. D., Lavelle, K. R., & Polanin, J. R. (2013).Developing the leadership capacity and leader efficacy of college women in science, technology,engineering, and math fields. Journal of Leadership Studies,7(3), 6-23. doi: 10.1002/jls.21292
  • Heller, R. S., Mavriplis, C., Sabila, P. S. (2016). Fortifying in the Pipeline to Leadership: The International Center for Executive Leadership in Academics at Drexel. In Forward to Professorship in STEM. Inclusive Faculty Development Strategies That Work. (pp. 319-336). Elsevier. Book.
  • Helitzer, D. L., Newbill, S. L., Morahan, P. S., Magrane, D., Cardinali, G., Wu, C., Chang, S. (2014). Perceptions of Skill Development of Participants in Three National Career DevelopmentProgramsforWomenFacultyin Academic Medicine. Academic Medicine, Vol. 89 (6),1-8.
  • Kleist, V. F. (2015). Women in STEMcareers: What is working well. Sex Roles,73(5-6), 276-278. Doi:
  • Madden, M.E. (2005). 2004 Division 35 Presidential Address: Gender and leadership in higher education.Psychology of Women Quarterly, 29, 3-14.
  • Magrane, D., Helitzer, D., Morahan, P., Chang, S., Gleason, K., Cardinali, G., Wu, C. (2012). Systems of Career Influences: A Conceptual Model for Evaluating the Professional Development of Women in Academic Medicine.Journal of Women’s Health, Vol. 21 (12), 1-8.
  • McDade, S. A., King, P. J., Chuang, Y., Morahan, P. S., Nooks, K. A., Sloma- Williams, L., Richman, R. (2008). A Window Into the Culture of Leadership Within Higher Education Through the LeadershipDefinitions of Women Faculty: A Case Study of ELAM Women Faculty Alumnae.Journal About Women in Higher Education, Vol. 1., 74-102.
  • McDaniel, S. H., Bogdewic, S., Holloway, R., & Hepworth, J. (2009) The architecture of alignment: Leadershipandthe psychological health of faculty. In T. R. Cole, et. al. (Eds.), Academic medicine in sickness and in health: Scientists physicians, and the pressures of success (pp. 55-72). New York: Springer Science+Business Media.*
  • McLean, M. R., Morahan, P. S., Dannels, S. A., McDade, S. A. (2013). Geographic Mobility Advances Careers: Study ofthe Executive Leadership in Academic Medicine(ELAM)ProgramforWomen.Academic Medicine, Vol. 88(11), 1700-1706.
  • Morahan, P.S., Newbill, S. L., Magrane, D., Shumaker, S., Easterling, D., Lyn, A. A., Helitzer,D., Cardinali, G., Chang, S. (2016).Managing Mission Tensions in Academic Health Centers. The Pharos/Autumn, 8-11.
  • Morahan, P. S., Rosen, S. E., Richman, R. C., Gleason, K. A. (2011). TheLeadership Continuum: A Framework for Organizational and Individual Assessment Relative to the Advancement of Women Physicians and Scientists. Journal of Women’s Health, Vol. 20 (3), 1-10.
  • Nixon, M. L., (2016). Experiences of Women of Color University Chief Diversity Officers. Journal of Diversity in Higher Education. Doi:
  • White, F. S., McDade, S., Yamagata, H., Morahan, P. S. (2012). Gender-Related Differences in the Pathway to and Characteristics of U.S. Medical School Deanships. Academic Medicine, Vol. 87 (8),1-9.

Leadership in Clinical Psychology

  • Gregor, M. A., O'Brien, K. M. (2015). The changing face of psychology: Leadership aspirations of female doctoral students.The Counseling Psychologist, 43(8), 1090-1113. Doi:
  • Kilburg, R. & Donohue, M. (2011). Toward a “grand unifying theory” of leadership: Implications for consulting psychology.Consulting Psychology Journal: Practice & Research, 63, 6-25. doi:10.1037/a0023053

Character and Experiential Differences in Men and Women Leaders (or "Menv. Women Leadership Characteristics and Experiences)

  • Alsos, G. A, Isaksen, E. J., & Ljunggren, E. (2006). New venture financing and subsequent business growth inmen- and women-led businesses. Entrepreneurship Theory and Practice, 30(5), 667-686.
  • Doyle, M., Pederson, A., Meltzer-Brody, S. (2016). Demographic and personal characteristics of male and femalechairs in academic psychiatry. Academic Psychiatry,40(3),402-409. Doi:
  • Fitzsimmons, T. W., Callan, V. J., & Paulsen, N. (2014). Gender disparity in the C- suite: Do male and female CEOs differ in how they reached the top? TheLeadership Quarterly, 25(2), 245-266.
  • Galloway, L., Kapasi, I., Sang, K. (2015). Entrepreneurship,leadership,andthe value of feminist approaches to understanding them. Journal of Small Business Management, Vol 53(3), Jul 2015, 683-692. Doi:
  • Holzleitner, I. J., Perrett,D. I. (2016). Perception of strength from3D faces is linked to facial cues of physique.Evolution and Human Behavior, 37(3), 217-229. Doi:
  • Hoyt, C. L. (2010). Women, men, and leadership: Exploring the gender gap at the top. Social and Personality Psychology Compass, 4: 484–498. doi: 10.1111/j.1751-9004.2010.00274.x
  • Key, S., Popkin, S., Munchus, G., Wech, B., Hill,V., Tanner, J. (2012). An exploration of leadershipexperiences among white women and women of color. Journal of Organizational Change Management,25 (3),392-404.
  • Morahan, P. S., Gleason, K. A., Richman, R. C., Dannels, S., McDade, S. A. (2010). Advancing Women Faculty to Senior Leadershipin U.S. Academic Health Centers: Fifteen Years of History in the Making. NASPA Journal About Women in HigherEducation, Vol. 3., 137-162. doi:10.2202/1940-7882.1042
  • Mustafa, G., Lines, R. (2014). Influenceof leadership on job satisfaction: The moderating effects of follower individual‐level masculinity–femininity values. Journal of Leadership Studies, 7(4), 23-39. doi: 10.1002/jls.21307
  • Ragins, B. R., & Cotton, J. L. (1999). Mentor functions and outcomes: A comparison of men and women in formal and informalmentoringrelationships.Journal of Applied Psychology, 84(4), 529-550. doi: 10.1037/0021-9010.84.4.529
  • Ward, J. (2008). “Not all differences are created equal”: Multiple jeopardy in a gendered organization. In J.Z. Spade, C.G. Valentine (eds.),The kaleidoscope of gender: Prisms, patterns, and possibilities(2nded.) (pp. 88-98). Thousand Oaks, CA: Pine Forge Press/Sage Publications Co.

Gender as aBarrier: Does it Really Impact Leadership Opportunities and Success?

  • Adams, R. B., Funk, P. (2012). Beyond the glass ceiling: Does

gender matter? Management Science, 58(2), 219-235.

  • Bauer, N. M. (2016). The effects of counterstereotypic gender strategies on candidate evaluations.Political Psychology. Doi: E10D-C538-8EC7-

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  • Chaudhuri, A., Cruickshank, A., Sbai, E.(2015). Gender differences in personnel management: Some experimental evidence.Journal of Behavioral and Experimental Economics, 58, 20-32. Doi:
  • Cundiff, J. L., Vescio, T. K. (2016). Gender stereotypes influence how people explain gender disparities in the workplace.SexRoles. Doi:
  • Deihl, A. B., Dzubinski, L. M. (2016). Making the invisible visible: A cross-sector analysis of gender-based leadership barriers. Human Resource Development Quarterly, 27(2), 181-206. Doi:
  • Fernandez-Cornejo, J. A., Escot, L., Kabubo-Mariara, J., Kinuthia, B. K., Eyday, G., Bjarnason, T. (2016). Gender differences inyoung adults'inclinationtosacrifice career opportunities In the future for family reasons: Comparative study with university students fromNairobi, Madrid, and Reykjavik. Journal of Youth Studies,19(4), 457-482. Doi:
  • Glazer-Raymo, J. (2008). Unfinished agenda: New and continuing gender challenges in higher education. Baltimore: Johns Hopkins University Press.
  • Joshi, A. (2014). By whom and wheniswomen'sexpertise recognized?The interactive effects of gender and education in science and engineering teams. Administrative Science Quarterly, 59(2), 202-239. doi: 10.1177/0001839214528331
  • Kacmar, K., Bachrach, D., Harris, K., & Zivnuska, S. (2011). Fostering good citizenship through ethical leadership: Exploring the moderating role of gender and organizational politics.Journal of Applied Psychology, 96, 633-642. doi:10.1037/a0021872
  • Kaiser, R. B., Wallace, W. T. (2016). Gender bias and substantive differences in ratings of leadership behavior: Toward a new narrative.Consulting Psychology Journal: Practice and Research, 68(1),72-98. Doi:
  • Lanaj, K., Hollenbeck, J. R. (2015). Leadership over-emergence in self-managing teams: the role of genderand countervailing biases.Academy of Management Journal, 58(5), 1476-1494. Doi:
  • Monroe, A. K., Levine, R. B., Clark, J. M., Bickel, J., MacDonald, S. M., Resar, L.M. S. (2015). Through a gender lens: A view of gender and leadership positions in a departmentofmedicine.Journal of Women's Health, 24(10), 837-842. Doi:
  • Monzani, L., Hernandez-Bark, A. S., van Dick, R., Peiro, J. M. (2015). The synergistic effect of prototypicality and authenticitybetween leaders'biological gender and their organizational identification.Journal of Business Ethics, 132(4), 737-752. Doi:
  • Nadler, J. T., Bailey, S. (2015). Group discussions and the glass cliff context: An exploratory study of gender and leadership. North American Journal of Psychology,17(3), 617-632.
  • Preece, J., Stoddard, O. (2015). Why women don't run: Experimental evidence on gender differences in political competition aversion. Journal of Economic Behavior& Organization, 1117, 296-308. Doi:
  • Ramaswami, A., Huang, J., & Dreher, G. (2014). Interaction of gender, mentoring, and power distance on career attainment: A cross-cultural comparison.Human Relations, 67(2), 153-173. doi: 10.1177/0018726713490000
  • Roberts, L. W. (2016). Leadership and gender inclusiveness in academic psychiatry.Academic Psychiatry, 40(30,399-401. Doi:
  • Ruminski, E. L., & Holba, A. (eds.) (2011). Communicative understandings of women’s leadership development: From ceilings of glass to labyrinth paths. Lexington Books.
  • Seron, C., Silbey, S. S., Erin, C., Rubineua, B. (2016). Persistence is cultural: Professional socialization and the reproduction of sex segregation.Workand Occupations, 43(2),178-214. Doi:
  • Yang, T., & Aldrich, H. E., (2014). Who’s the boss?Explaining gender inequality in entrepreneurialteams. American Sociological Review, 79(2), 303-327. doi:10.1177/0003122414524207

BarrierstoWomeninLeadership:Characteristics and Contexts Holding Women Back from Being Effective Leaders

  • Athanassiou, C. (2015). Review of Women political leaders and the

media.European Journal of Women's Studies, 22(3),369-372. Doi:

  • Bierema, L. L. (2016). Women's leadership: Troubling notions of the "ideal" (male) leader. Advances in Developing Human Resources, 18(2),119-136. Doi:
  • Brescoll, V. L. (2016). Leading with their hearts? How gender

stereotypes ofemotion lead to biased evaluations of female leaders.The Leadership Quarterly. Doi: C538-8EC7-8BE2C63C3DDD&resultID=43page=2&dbTab=all&search=true

  • Brosi, P., Sporrie, M., Welpe, I. M., Heilman, M. E. (2016). Expressing Pride: Effects on percieved agency, community, and stereotype-based gender disparities. Journal of Applied Psychology. Vol 101(9), 1319-1328. Doi:

Doi: E10D-C538-8EC7-

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  • Chizema, A., Kamuriwo, D. S., Shinozawa, Y. (2015). Women on corporate boards around the world: Triggers and barriers.The Leadership Quarterly, n.p.Doi:
  • Derks, B., Van Laar, C., Ellemers, N. (2016). The queen bee phenomenon:Why women leaders distance themselves fromjunior women. TheLeadership Quarterly. Doi:
  • Dreher, G. F., Lee., J, & Clerkin, T. A.(2011). Mobility and cash compensation: The moderating effects of gender, race,and executive search firms.Journal of Management, 37(3), 651-681. Retrieved from:
  • Eagly, A. (2007). Female leadership advantage and disadvantage: Resolving the contradictions. Psychology of Women Quarterly, 31, 1-12.
  • Eagly, A.H., & Carli, L.L. (2007).Through the labyrinth: The truth about how women become leaders. Boston, MA: Harvard Business School.
  • Fletcher, Joyce K. (1999). Disappearing acts: Gender, power, and relational practice at work. MIT Press
  • Frankel, L.P. (2010). Nice girls don’t get the corner office: 101 unconscious mistakes women make thatsabotagetheircareers. New York: Warner Business Books.
  • Gentry, W. A., Clark, M. A., Young, S.F., Cullen, K. L., Zimmerman, L. (2015). How displaying empathetic concern may differentially predict career derailment potential for women and men leadersin Australia.The Leadership Quarterly, 26(4),641-653. Doi:
  • Gould, G., Brown, D. (2013). Quotas are not enough to eradicate 'masculine' boardrooms: The role of counselling psychology in extending the debate. CounsellingPsychologyReview, 28(2), 82-90.
  • Horvath, L. K., Sczesny, S. (2016). Reducing women's lack of fit with leadership positions? Effects ofthe wording ofjob advertisements. European Journal of Work and Organizational Psychology, 25(2), 316-328. Doi:
  • Hoyt, C. L., Murphy, S. E. (2016). Managingto clear the air: Stereotype threat, women, and leadership.The Leadership Quarterly. Doi:
  • Kark, R., Preser, R., Zion-Waldoks, T. (2016). Froma politics of dilemmas to a politics of paradoxes: Feminism, pedagogy, and women's leadership for social change. Journal of Management Education, 40(3),293-320. Doi:
  • Klenke, Karin (2011).Women in leadership: Contextual dynamics and boundaries. Emerald Publishing.
  • Kumar., S., & Jagacinski, C. M. (2006). Imposters have goals too: The imposter phenomenon and its relationship to achievement goal theory.Personalityand Individualsdifferences,40, 147-157.
  • Maner, J. & Mead, N. (2010). The essential tension between leadership and power: When leaders sacrifice group goals for the sake of self-interest.Journal of Personality & Social Psychology, 99, 482-497. doi:10.1037/a0018559
  • Reinhold, B. (2005). Smashing glass ceilings: Why womenstill find it tough to advance to the executive suite.Journal of Organizational Excellence, 24(3), 43-55. DOI: 10.1002/joe.20054
  • Rudman, L.A. & Phelan, J.E. (2010). The effect of priming gender roles on women's implicit gender beliefsand career aspirations.Social Psychology, 41, 192-202. doi:10.1027/1864-9335/a000027
  • Sokjer-Pertersen, M., & Thorssell, J. (2008). Women’s viewof trust and its influence on entrepreneurship and career development.Nordic Psychology, 60(2), 114-128.
  • Simon, S., & Hoyt, C. L. (2013). Exploringthe effect of media images on women’s leadership self-perceptions and aspirations. Group Processes & Intergroup Relations, 16(2), 232-245. doi: 10.1177/1368430212451176
  • Shuck, B., Collins, J. C., Rocco, T. S., Diaz, R. (2016). Deconstructing the privilege and power of employee engagement: Issuesof inequality for managementand human resource development.Human Resource Development review, 15(2),208-

229. Doi:

  • Taylor, S. N., Stum, R. E.,Atwater, L. E., Braddy, P.W. (2016). Underestimating one's leadership impact: Are women leaders more susceptible? Organizational Dynamics, 45(2),132-138. Doi:
  • Vial, A. C., Napier, J. L., Brescoll, V. (2016). A bed of thorns: Female leaders and the self-reinforcing cycle ofillegitimacy. The Leadership Quarterly. Doi:
  • Williams, M. J., Tiedens,L. Z. (2016). The subtle suspension ofbacklash: A meta- analysis of penalties for women's implicit and explicit dominance behavior. Psychological Bulletin, 14(2),165-197. Doi: C538-8EC7-8BE2C63C3DDD&resultID=66page=3&dbTab=all&search=true

Positive Characteristics of Women's Leadership

  • Barash, J., Cranston, S., & Lewis, G. (2009). How remarkable women lead: The breakthrough model for work and life. New York: Crown Business.
  • Cook, A., Glass, C. (2014). Women and top leadership positions: Towards an institutionalanalysis. Gender, Work and Organization, 21(1), 91-103. doi:

10.1111/gwao.12018

  • Dean, D.R., Brackens, S.J., & Allen, J.K. (2009):Women in academic leadership: Professional strategies, personal choices. Sterling, VA: Stylus.
  • Fruhen, L. S., Watkins, C. D., Jones, B. C.(2015). Perceptions of facial dominance, trustworthiness and attractiveness predict managerial pay awards in experimental tasks. The Leadership Quarterly, n.p. Doi:
  • Helgesen, S., & Johnson, J. (2010). The female vision: Women's real power at work. San Francisco: Berrett-Koehler Publishers.
  • Kalysh, K., Kulik, C. T., Perera, S. (2016). Help or hindrance?Work-life practices and women in management. The Leadership Quarterly. Doi: C538-8EC7-8BE2C63C3DDD&resultID=33page=2&dbTab=all&search=true
  • Latu, I. M., Mast, M. S., Lammers, J., &Bombari, D. (2013). Successful female leaders empower women's behavior in leadership tasks. Journal of Experimental Social Psychology, 49(3), 444-448. doi: 10.1016/j.jesp.2013.01.003
  • Lemoine, G. J., Aggarwal, I., Steed, L. B.(2016). When women emergeas leaders: Effects of extraversion and gender composition in groups. The Leadership Quarterly. Doi:
  • Mavin, S., Grandy, G. (2016). Women elite leaders doing respectable business femininity: How privilege is conferred, contested, and defended through the body. Gender, Work and Organization, 23(4), 379-396. Doi: C538-8EC7-8BE2C63C3DDD&resultID=5page=1&dbTab=all&search=true
  • Post, C. (2015). When is female leadership an advantage?Coordination requirements, teamcohesion, and team interaction norms. Journal of Organizational Behavior, 36(8), 1153-1175. Doi:
  • Rosette, A.S. & Tost, L.P. (2010). Agentic women and communal leadership: How role prescriptions confer advantage to top women leaders. Journal of Applied Psychology,95, 221-235. doi:10.1037/a0018204
  • Sturm, R. E., Taylor, S. N., Atwater, L. E., & Braddy, P. W. (2014). Leader self‐ awareness: An examination andimplications of women's under‐prediction. Journal of Organizational Behavior, 35(5), 657-677. doi: 10.1002/job.1915
  • White, R. & Shullman, S. (2010). Acceptance of uncertainty as an indicator of effective leadership. Consulting Psychology Journal: Practice & Research, 62, 94-104. doi: 10.1037/a0019991*

Racial/Ethnic Minority Women in Leadership

  • Alston, J. A. (2005). Tempered radicals and servant leaders: Black females persevering in the superintendency.Educational Administration Quarterly, 41(4), 675-688. Retrieved from:
  • Bordas, J. (2007). Salsa, soul, and spirit: Leadership for a multicultural age: New approaches to leadership from Latino, Black, and American Indian communities. San Francisco, CA: Berrett-KoehlerPublishers,Inc.
  • Borum, V. (2012). Review of Women of color on the rise: Leadership and administration in social work education and the academy. [Review of the book Women of color on the rise: Leadership and administration in social work education and the academy.] AdministrationinSocialWork, 36 (1), 101-103.
  • Chin, J. L. (Ed.). (2010). Diversityand leadership [Special issue].

AmericanPsychologist, 65, (3).

  • Chin, J. L., Lott, B., Rice, J., & Sanchez-Hucles, J. (Ed). (2007). Women and leadership: Transforming visions and diverse voices. Madden: Blackwell.
  • Daniel, J. (2009). Next Generation:AmentoringprogramforBlack female psychologists. Professional Psychology: Research and Practice, 40(3), 299-305. doi:10.1037/a0013891
  • Evans, G. L., & Cokley, K. O. (2008). African American women and the academy: Using career mentoring to increase research productivity.Training and Education in Professional Psychology, 2(1), 50-57. DOI: 10.1037/1931-3918.2.1.50
  • Gonzalez-Figueroa, E., & Young, A. M. (2005). Ethnic identity and mentoring among Latinas in professional roles.Cultural Diversity and Ethnic Minority Psychology,11(3), 213-226. DOI: 10.1037/1099-9809.11.3.213
  • Jackson, J.Y. (2011). Review of Women of color on the rise: Leadership and administration in social work education and the academy. [Review of the book Women of Color on the Rise: Leadershipand Administration in Social Work Education and the Academy]. Affilia: Journal of Women Social Work, 26 (3), 338-339.
  • Kawahara, D. M., Bejarano, A. (2009). Women of color and the glass ceiling in higher education. In J.L. Chin (Ed.),Praeger perspectives: Race and ethnicity in psychology. Diversity in mind and in action, Vol. 1. Multiple faces of identity (pp.61-72). Santa Barbra, CA: Praeger/ABC-CLIO.
  • McGlowan-Fellows, B., Thomas, C.S. (2004-2005). Changing roles: Corporate mentoring of Black women. International Journal of Mental Health, 33 (4),3-18.
  • Ngunjiri, F. W. (2010).Women's spiritual leadership in Africa: Temperedradicals andcriticalservantleaders. Albany: State University of New York Press.
  • Pololi, L., Cooper, L.A., & Carr, P. (2010). Race,disadvantage and faculty experiences in academic medicine. Journal of General Internal Medicine, 25, 1363-1369. doi:10.1007/s11606-010-1478-7
  • Reynolds-Dobbs, W., Thomas, K.M., Harrison, M.S. (2008). Frommammy to superwoman: Images hinder Black women’s career development.Journal of Career Development, 35 (2), 129-150.
  • Rosette, A. S., Koval, C. Z., Ma, A., Livingston, R. (2016). Race matters for women leaders: Intersectional effects on agentic deficiencies and penalties.The Leadership Quarterly.Doi:
  • Sabharwal, M. (2014). Is diversity managementsufficient?Organizational inclusion to further performance. Public Personnel Management, 43(2), 197-217. doi:10.1177/0091026014522202
  • Sanchez, P., Hucles, P., Sanchez-Hucles, J., Mehta, S.C. (2007). Increasing diverse women leadership in corporate America: Climbing concrete walls and shattering glass ceilings! In J.L. Chin, B. Lott, J.K. Rice, J. Sanchez-Hucles (Eds.),Women and leadership: Transforming visions and diverse voices(pp. 228-244). Malden: Blackwell Publishing.
  • Sanchez-Hucles, J. & Davis, D. (2010). Women and women ofcolor inleadership:complexity, identity, andintersectionality. American Psychological Association,65(3), 171-181.
  • Toh, S. M., & Leonardelli, G. J. (2013).Cultural constraints on the emergence of women leaders: How global leaders can promote women in different cultures. Organizational Dynamics, 42(3), 191-197. doi: 10.1016/j.orgdyn.2013.06.004
  • Wesson, L.H., Hudson, J. (2012). The rise ofthe feminine: What women of color bring to leadership roles. InG. Brown, B.J. Irby, S. Jackson,Research on women and education. Women leaders: Advancing careers (pp. 27-38). Charlotte, NC: IAP Information Age Publishing.

Mentorship, Networking, and Social Support as Functions Key to Leadership Success

  • Anyikwa, V. A., Chiarelli-Helminiak, C. M., Hodge, D. M., Wells-Wilbon, R. (2015). Women empowering women. Journal of Social Work Education, 51(4),723-737.
  • Baltodano, J.C., Carlson, S., Jackson, L. W., Mitchell, W. (2012). Networking to leadership in higher education: National and state-based programs and networks for developingwomen. Advancements in Developing Human Resources, 14(1),62-78.
  • Collins, A., Lewis, I., Stracke, E., & Vanderheide, R. (2014). Talking career across disciplines: Peer group mentoring for women academics. International Journal of Evidence Based Coaching and Mentoring, 12(1), 92-108.
  • Cook, A., Glass, C. (2015). Diversity begets diversity?The effects of board composition on the appointment of women CEOs.Social Science Research, 53,137-147. Doi:
  • Ellwood, S., Garcia-Lacalle, J. (2015). The influence of presence and position of women on the boards of directors: The case of NHS Foundation Trusts. Journal of Business ethics, 130(1),69-84. Doi:
  • Ford, J. (2016). Mentoring women psychiatryresidents: Implications for academic leaders and educators. Academic Psychiatry, 40(3),448-450. Doi:
  • Grant, M.C. (2012). Advancing our legacy: A Black feminist perspective on the significance of mentoring for African-American women in educational leadership. International Journal of Qualitative Studies in Education, 25(1), 101-117
  • Jaeckel, D., Seiger, C. P., Orth, U., & Wiese, B. S, (2012). Socialsupportreciprocity and occupational self-efficacy beliefsduring mothers’ organizational re-entry. Journal of Vocational Behavior, 80, 390-399.
  • Johnson, W.B., & Smith, D. (2016). Athena rising: How and why men should mentor women. New York: Bibliomotion.
  • Koyuncu, M., Burke, R. J., Alayoglu, N., & Wolpin, J. (2014). Mentoring relationships among managerial and professional women in Turkey: Potential benefits?Cross Cultural Management, 21(1), 2-22. doi: 10.1108/CCM-10-2012-0103
  • McDonald, M. L., Westphal, J. D. (2013). Access denied: Lowmentoring of women and minority first-time directors and its negative effects on appointments to additional boards. Academy of Management Journal, 56(4), 1169-1198. doi:10.5465/amj.2011.0230
  • Williams-Nickelson, C. (2009). Mentoring Women Graduate Students: A Model for Professional Psychologist. Professional Psychology: Research and Practice, 40(3), 284-291.
  • Ye, R., Wang, X. H., Wendt, J. H., Wu, J., Euwema, M. (2016). Gender and managerial couching across cultures: Female managers are coaching more.The International Journal of Human Resource Management, 27(16), 1791-1812. Doi: C538-8EC7-8BE2C63C3DDD&resultID=3page=1&dbTab=all&search=true

Advice and Recommendations for Women in Leadership