The_Double_Bind_Dilemma_for_Women_in_Leadership_Damned_if_You_Do_Doomed_if_You_Dont.pdf

The_Double_Bind_Dilemma_for_Women_in_Leadership_Damned_if_You_Do_Doomed_if_You_Dont.pdf

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O N LY WRONG WAY WRONG WAY STOP NO STOPPING ANY TIME The Double-Bind Dilemma for Women in Leadership: Damned if You Do, Doomed if You Don’t
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ABOUT CATALYST Catalyst is the leading research and advisory organization working with businesses and the professions to build inclusive environments and expand opportunities for women at work. As an independent, nonprofit membership organization, Catalyst conducts research on all aspects of women’s career advancement and provides strategic and web-based consulting services globally.With the support and confidence of member corporations and firms, Catalyst remains connected to business and its changing needs. In addition, Catalyst honors exemplary business initiatives that promote women’s leadership with the annual Catalyst Award. With offices in New York, San Jose, Toronto, and Zug, Catalyst is consistently ranked No. 1 among U.S. nonprofits focused on women’s issues by The American Institute of Philanthropy.
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The Double-Bind Dilemma for Women in Leadership: Damned if You Do, Doomed if You Don’t Exclusive Sponsor: IBM Corporation © 2007 by CATALYST NEW YORK 120 Wall Street, 5th Floor, New York, NY 10005-3904; (212) 514-7600; (212) 514-8470 fax SAN JOSE 2825 North First Street, Suite 200, San Jose, CA 95134-2047; (408) 435-1300; (408) 577-0425 fax TORONTO 8 King Street East, Suite 505, Toronto, Ontario M5C 1B5; (416) 815-7600; (416) 815-7601 fax ZUG c/o KPMG Fides, Landis+Gyr-Strasse 1, 6300 Zug, Switzerland; +41-(0)44-208-3152; +41-(0)44-208-3500 fax email: [email protected]; Unauthorized reproduction of this publication or any part thereof is prohibited. Catalyst Publication Code D68; ISBN#0-89584-265-3
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ALSO BY CATALYST Women “Take Care,” Men “Take Charge:” Stereotyping of U.S. Business Leaders Exposed (2005) The first in a series on stereotyping, this report examined perceptions of women’s and men’s leadership among very senior U.S. managers—more than 30 percent of study participants were CEOs. The study showed that managers perceived that there were in fact distinct differences between women and men leaders. For example, respondents—both women and men—perceived that more women leaders than men leaders were effective at “caretaker” behaviors such as supporting others and rewarding subordinates. However, they perceived that more men leaders than women leaders were effective at “take charge” behaviors such as delegating and problem-solving. Notably, the study finds these perceptions are not supported by research on actual leadership behavior, which finds that gender is not a reliable predictor of how a person will lead.This study was conducted in collaboration with Theresa Welbourne, Ph.D., at the Ross School of Business, University of Michigan. Different Cultures, Similar Perceptions: Stereotyping of Western European Business Leaders (2006) The second report in the series on stereotyping examined perceptions of women’s and men’s leadership among Western European managers. The study compared managers’ perceptions from four groups of culturally similar countries—Anglo (United Kingdom, United States), Germanic (the Netherlands,
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