Featured Publication & Special Members Only Downloadable Chapter

ILA Members publish on the topic of leadership from a variety of perspectives. We are pleased to feature a selection of these publications in this newsletter and our Web site. In the Member Connector, authors take you behind the scenes, sharing their perspectives on the work, how the work informs contemporary issues, and highlighting points of interest to ILA members.

If you have a recent publication and are interested in being featured in this column, please contact ILA membership services, at [email protected] or 301.405.5218 for consideration.

Featured Publication Through the Labyrinth: The Truth About How Women Become Leaders by by Alice H. Eagly and Linda L. Carli (Harvard Business School Press, 2007)

Alice Eagly is Profes- Linda Carli received sor and Department her Ph.D. in social ILA Members Chair of Psychol- from the Download Chapter 9: “Do ogy at of Massa- Organizations Compromise5. University. Eagly has chusetts at Amherst, Women’s Leadership” published widely on where she studied the psychology of at- gender differences in titudes, especially at- interaction and infl u- Log in at: http://www.ila- titude change, attitude ence. She has published and presented net.org/Members/index.asp structure, and attitu- papers on the effects of gender on group to access this Membership dinal selectivity in information processing. interaction, communication and infl uence; Benefi t! She is equally devoted to the study of leadership; and reactions to adversity and gender, with a focus on the social behavior victimization. She joined the faculty at Debra DeRuyver (ILA Staff): of women and men and a special em- Wellesley in 1991 and teaches a variety of One of the fi rst assertions phasis on the study of leadership and on courses, including organizational psychol- in your book is that the evolutionary issues. She has authored or ogy, the psychology of law, and research in glass ceiling is no longer edited several books and is also the author applied psychology. Active in professional an apt metaphor to de- 5. of over 130 journal articles and chapters in organizations in psychology and manage- scribe women’s experi- edited volumes. Eagly has received numer- ment, she serves on the Executive Board of ence of opportunity in the ous distinguished awards for her work the Association of Women in Psychology. workplace. Instead you and has held several leadership positions In addition to her teaching and research, argue today’s metaphor is in psychology including, among others, she has developed and conducted diversity the labyrinth. What led you President of the Midwestern Psychological training workshops and negotiation and to choose this imagery? Association, and President of the Society of confl ict resolution workshops for women Personality and . Eagly leaders and has lectured on gender and Alice Eagly & Linda Carli: Times received her M.A. in Psychology in 1963 diversity for business, academic, and other have changed, and the labyrinth and Ph.D. in Social Psychology in 1965, organizations. metaphor captures modern wom- both from the . en’s quest for leadership. Women

Th e Member Connector, International Leadership Association (January 2008) are no longer universally controversial claim is belied by recent pared to men who earned about 6.6. excluded from top posi- changes in women, who have be- 725 thousand dollars. What does tions, not when nearly a come more assertive and dominant this say about women’s employ- quarter of all chief execu- as opportunities have opened up for ment patterns and what does that tives of U.S. organizations them. Even if we assume that men bode for leadership opportunity? are women. But fi nding the are inherently more dominant than route to leadership presents women, men would be “natural” That massive gap refl ects women’s more challenges for women leaders only if leadership called for lost earnings from dropping out of than men. And those challeng- forceful, dominant qualities. But, employment entirely, which women es create the labyrinth. Whereas quite the opposite is true. High levels do more than men, often to take men seeking leadership travel of dominance generally compromise care of family members. Women’s down a relatively straight road, leaders’ effectiveness. Instead, leader- employment patterns are different women take a more complex ship calls for a repertoire of qualities, in others ways, as well. They more path. In addition to the chal- some culturally masculine and others often have part-time jobs, and even lenges of family responsibili- culturally feminine. The best leaders when full-time have somewhat ties, women still face a degree are assertive, gregarious, intelligent, shorter hours on the job than men. of prejudice and discrimination. Yet, conscientious, trustwor- So, the wage gap looks many women successfully overcome thy, socially skilled, and huge when you don’t such impediments and make their able to persuade, inspire, account for these fac- way on varied, sometimes discon- and motivate others. Even if we as- tors. However, among tinuous, paths to leadership. sume that men full-time workers, The book is an incred- are inherently women now earn 81 The beauty of the labyrinth metaphor ible synthesis of hun- cents for every dol- is its ability to frame the complexi- dreds of studies con- more dominant lar that men earn—a ties of women’s careers, as well as ducted across several than women, very substantial gain the possibilities for success. Most different disciplines, men would be compared with the important, the labyrinth image based primarily in the “natural” leaders 63 cents that women implies that with thoughtful prob- U.S. Even without only if leadership earned in 1979. lem-solving, woman can advance. fl ipping back to the Women’s labor force In contrast, the now outdated glass extensive notes and called for force- participation increased ceiling metaphor is discouraging reference sections, one ful, dominant steadily in the 20th because it presents an absolute, im- can just sense the data qualities. But, century, and American penetrable and invisible barrier—one percolating behind quite the oppo- women have become that women can’t anticipate or over- each clearly writ- site is true. High much better educated. come. On the contrary, women can ten and well-placed The majority of bache- anticipate, confront, and overcome sentence. Some of levels of domi- lor’s and master’s the impediments they face to reach the most potent mo- nance gener- degrees now go to their career goals. ments for me in the ally compromise women, and women book were when you leaders’ effec- have achieved equal- used little tidbits of ity or near-equality to Two popular notions that seem that data to illustrate tiveness. Instead, men in other advanced to creep up the most in the main- or bring home a point. leadership calls degrees as well. stream media are that men are For example, the wage for a repertoire genetically predisposed to lead gap. I think most peo- of qualities, some All in all, such data and that women opt not to lead ple know that women culturally mascu- present a mixed on their own accord. make about twenty picture for women’s percent less on the line and others leadership opportuni- The idea that men are genetically dollar than what men culturally femi- ties. Women’s supe- predisposed to lead is based on earn. But, I was aston- nine. rior education gives evolutionary psychologists’ claim ished to read that over them a leadership that dominance and competitiveness a recent 15 year period advantage. But taking are built into men’s nature through that women earned, on average, part-time jobs or breaks from paid sexual selection in eons past. This about 275 thousand dollars, com- work impedes women’s careers.

Th e Member Connector, International Leadership Association (January 2008) When people talk about racism, nation in myriad ways. Their high And what’s the impact of these dif- for example, in the US, something level positions often demand an ferences? Notably, the ways that you will frequently hear that it is extreme time commitment that deny women lead are precisely the leader- a “systemic” problem. This can job holders the right to “have a life” ship styles that are associated with be a diffi cult concept for some to outside of the workplace. This is a good managerial practices in current- understand. Systemic problems particular burden for women because day organizations. In most contexts, are often so deeply engrained, so- of their greater family responsibili- top-down, command and control cially, historically, and culturally, ties. Decision makers also tend to leaders no longer offer the most ef- that they’ve become naturalized, favor people similar to themselves in fective or admired type of leadership. invisible, and thus hard to change. sex and social background, despite Your methodical depiction of how the contemporary call for diversity in How do race and class impact the systemic gender discrimination ranks. Where manage- leadership labyrinth? comes about—both on a personal rial positions have long been fi lled by and an organizational level— is men, a masculine organizational cul- Race and class further complicate the one of the most impressive as- ture can develop that is unwelcoming labyrinth for those with origins in pects of the book. or even downright hostile to women. groups that have traditionally been And male-dominated networks often excluded from leadership oppor- Discrimination against women is exclude women. In such circum- tunities. People all sorts systemic, even in the United States, stances, women generally don’t win of disadvantaged groups as lacking where there is virtually no support the visible desirable assignments that leadership ability. Research shows for discrimination either in law or allow them to gain recognition as that women generally have to meet in social values. Research conducted potentially “fast-track” employees. higher standards than men do to across the social sciences make a per- prove themselves capable of lead- suasive case that discrimination still One question that always seems ership. And the double whammy 7.7. exists. The usual counterargument to to come up when talking about of both gender and race or class this claim is that women compromise women and leadership is this: disadvantage can create even their careers (willingly or not) to care Do women lead differently than higher hurdles to overcome. for children. However, in studies by men? If so, how are they differ- economists the gender gaps in wages ent and do their differences offer Are young women receiv- and promotions remain, even after them particular advantages or ing adequate preparation to controlling for differences in male and disadvantages in the work place? negotiate the labyrinth? And, female employment patterns. And in if not, what can we do to better experimental studies, where people Differences in male and female prepare them? evaluate men and women with leadership styles are fairly small on identical credentials or performance, average, but the differences that do Many young women today hear women receive poorer evaluations exist certainly do not hurt women. that they can “do anything they than men except for clearly female- Research demonstrates that women want” and that sex discrimination dominated positions such as clerical have a somewhat more democratic is ancient history. It’s a message worker. and participative style than men, they get from parents, educators, and perhaps because people resist wom- the media, a message that depicts Most discrimination these days en who take charge in a particularly the world as free of discrimination, passes under the radar. People have assertive manner. More important, where everyone has an equal chance no idea that they are discriminating. women leaders are more transforma- for career success. But that’s not the Yet their evaluations are colored by tional, especially in mentoring and real world. At the same time, we cultural painting women developing workplace colleagues. should not tell young women that as the nicer, kinder sex, and men as And compared with men, women their progress will be blocked by a the assertive, directive sex. Because adopt a somewhat more positive, glass ceiling. Instead, young women the qualities that are ascribed to men rewarding approach as leaders rather should be given an accurate picture are also the qualities generally as- than a more negative one. All of of the special challenges that women cribed to leaders, women are viewed these tendencies have been captured face to prepare them to attain suc- as less qualifi ed to lead. in meta-analyses of studies of leader- cessful careers and negotiate a satis- ship style. factory work-life balance. Our book Organizations contribute to discrimi- does this with realism tempered by a

Th e Member Connector, International Leadership Association (January 2008) positive, can-do spirit. bottom line? the prize of the presidency. Hillary Clinton’s candidacy, regardless of What about for women who are There are many ways that organi- whether she wins, symbolizes the already out there in the work- zations benefi t form more diverse replacement of the glass ceiling by force, what practical advice can leadership. Most obviously, includ- the more negotiable labyrinth. At the you offer them? ing women increases same time, the labyrinth the size of the pool of refl ects the skepticism In the book, we point out that potential leaders, and Many young Clinton faces when neither emulating men nor rely- the bigger the pool, the women today people wonder whether ing on femininity is all that helpful. greater the chance of hear that they a woman could possibly Instead, it is usually best for female fi nding talent. Hav- have “what it takes” to managers to blend culturally ing people of diverse can “do anything lead the United States. masculine and culturally backgrounds brings the they want” and It’s fascinating to watch 8.8. feminine behaviors. In the new ideas and points that sex discrimi- how the demand to workplace, this translates of view needed to fuel nation is ancient be both feminine and into a directive, assertive creative and synergistic history. It’s a masculine is uniquely approach that incorporates outcomes. And, as far placed on Clinton, and a good measure of warmth as the bottom line is message they not the male candidates. and concern for others. We concerned, recent re- get from par- The demand to seem also advise women to create search shows that cor- ents, educators, warm and nice yet social capital by joining net- porations with more and the media, strong and competent works, mentoring others and women executives poses a challenge, one being mentored, both inside and have somewhat higher a message that that is particularly acute outside their organizations. The profi ts. Although di- depicts the world for a nation threatened time demands of building relation- versity brings stresses as free of discrim- by the “war on terror” ships can be a serious obstacle, as well as benefi ts, ination, where as well as the challenges especially for mothers. And there is no evidence everyone has an of the diffi cult war in male-dominated networks that including women Iraq. These conditions can make women feel unwel- leaders threatens the equal chance for may well make many come. But the investment in social bottom line. career success. citizens lean toward the capital is worth the time and effort. But that’s not the conventional choice of a Finally, we caution women about the It’s inevitable that real world. male leader. long-term costs of surrendering their reading a book careers, even temporarily. Re-entry about women and Would you like to can prove diffi cult and sometimes leadership today add to anything we impossible. And research shows the would lead one to haven’t covered? long-term advantages of having mul- refl ect on Hillary Clinton’s current tiple roles. Employed women overall campaign. How has the political Knowledge is power. Social scientists have better health and well-being. leadership landscape for women have put forth a very large amount of changed since Elizabeth Dole ran research that enables us to understand Of course, women can’t resolve all for the 2000 Republican nomina- the situation for women leaders and the challenges presented in the laby- tion? What obstacles loom in women hoping someday to lead. Our rinth by themselves. Men can share Clinton’s labyrinth? And, is 9/11, book conveys this knowledge. Armed more of the domestic responsibili- which some have argued has led with this understanding, women and ties. And organizations can become to a desire for leaders who are men can come together to ensure more family friendly and give wom- father-fi gures or hyper masculine, equal opportunity and a world where en more access to leadership. a particularly large obstacle to any everyone may benefi t from the talent woman seeking offi ce today? of women leaders. Aside from the basic fairness issue, why should organizations For the fi rst time in American his- care about how many women tory, we have a female presidential they have in leadership posi- candidate who is taken seriously and tions? Is there an effect on the who has a good chance of attaining

Th e Member Connector, International Leadership Association (January 2008)