Anna Marie Valerio, Ph.D., President of Executive Leadership Strategies, LLC, is a consultant specializing in executive coaching and leadership development. Her areas of expertise also include individual assessment, women’s leadership, and performance management. Her book, Executive Coaching: A Guide for the HR Professional, co-authored with Robert J. Lee and published by Wiley/Pfeiffer, is a practical guide about coaching and how to use it in organizations. Anna Marie has made numerous presentations at professional conferences and can be reached via her website, http://www.executiveleadershipstrategies.com. Series Editor:Steven G. Rogelberg, Ph.D., is Professor and Director of Organizational Science at the University of North Carolina Charlotte. He is a prolific and nationally recognized scholar. He is the current Editor of Journal of Business and Psychology. Besides his academic work, he founded and/or led three successful talent management consulting organizations/units.

"Valerio leaves the reader with some thought provoking questions as to where we go from here. In short, the book is an important read for anybody committed to developing and harnessing women's leadership talent." (Work, Employment & Society, 21 November 2011) "The book has relevance across the range of all organizations including major companies, academic institutions and non-profit organizations. It has significance for every aspect of society - business, government, law, families, careers, and health.” (Publicnet.co.uk, November 2009)

• Series Editor’s Preface PrefaceAcknowledgmentsPart I: Historical and Current Contexts for Women’s Leadership1. IntroductionHow This Book Is OrganizedHow to Use This Book Most EffectivelyYour Role in Developing Women’s Leadership2. Why Women’s Leadership Today Invites Questions and Requires AnswersRecent HistoryKey Historical Events from the 1920s to the 1960sPresent RealitiesMetaphors through Time: From Concrete Wall to Glass Ceiling to LabyrinthDriving Forces Behind Organizational ChangeMore Women in the Workforce than Ever BeforeWomen’s Educational AttainmentWomen as Corporate Officers: The Current SituationWomen Leaders Are a Driving Force for Powering BusinessGenerations in the WorkforceWork–life Integration – Shared by Both GendersSummary3. What Women and Men Need To Know About Leadership and Its DevelopmentWhat Does Leadership Research Reveal About the Behavior of Effective Leaders?Leadership CompetenciesWhy Use Leadership Competencies?Personality Traits Associated with LeadershipEthicsLeadership StylesTransformational and Transactional LeadershipWomen as Transformational LeadersWhat Are Some Effective Leadership Development Practices?Challenging Job AssignmentsCoachingMentoringLeadership Development ProgramsSummaryPart II: Practical Suggestions for Organizations, Managers, and Women4. CEOs and Human Resource Executives Can Develop Talented WomenDiversity and Inclusion and the Creation of WealthWhat CEOs and HR Executives Can DoFairness IssuesLeadership DevelopmentCareer DesignSummary5. What Managers Can Do To Develop Talented WomenSocial-Relational Contexts at WorkBest Practices in Talent ManagementStereotypical PerceptionsGender StereotypesStereotypes about Men and WomenWhy Is It Critical for Managers to Understand Gender Stereotypes?What the Research Tells UsThe Double Bind for WomenThe Double StandardWomen’s Competence QuestionedResistance to Women’s LeadershipBoth Men and Women Internalize Gender StereotypesWhat Can Managers Do?Ensuring Fair Performance EvaluationsWomen’s NetworksMentoringCoachingDual-Gender ActionsBecome More Aware of How Gender Biases Influence Your DecisionsHelp Female Managers Develop Their NetworksEndorse the Authority of Female LeadersSend Talented Women to Both Internal and External Training ProgramsGive Women Challenging Job Assignments with Sufficient SupportSteer Clear of the Glass CliffBalance the Numbers of Men and Women on TeamsActions by MenAsk Questions to Understand the Perspective of WomenOvercome the Reluctance to Provide Women with Feedback About TheirPerformanceChampion Women’s Leadership DevelopmentActions by WomenShare Experiences with Other WomenRecognize the Wide Range of Diversity among WomenProvide Realistic FeedbackSummary6. What Women Can Do To Develop ThemselvesThe Importance of Seeking FeedbackThe Importance of ReflectionWhat Can Women Do?Join a Women’s NetworkAsk For What You WantEnhance Your Influence by Combining Competence with WarmthSeek High Visibility and Line AssignmentsFind MentorsSeek External Stretch AssignmentsAsk for an Executive CoachAttend Both Internal and External Development ProgramsSummaryPart III: Present and Future Leadership7. In the Words of Some of Today’s Leaders8. What Does the Future Hold?Changes at the Individual, Organizational and Societal LevelsChange at the Individual LevelChange at the Organizational LevelChange at the Societal LevelQuestions for Practitioners and ResearchersWhat Makes the Present Different from the Past?NotesReferences and Further ReadingsIndex

Anna Marie Valerio, Ph.D., President of Executive Leadership Strategies, LLC, is a consultant specializing in executive coaching and leadership development. Her areas of expertise also include individual assessment, women’s leadership, and performance management. Her book, Executive Coaching: A Guide for the HR Professional, co-authored with Robert J. Lee and published by Wiley/Pfeiffer, is a practical guide about coaching and how to use it in organizations. Anna Marie has made numerous presentations at professional conferences and can be reached via her website, http://www.executiveleadershipstrategies.com. Series Editor:Steven G. Rogelberg, Ph.D., is Professor and Director of Organizational Science at the University of North Carolina Charlotte. He is a prolific and nationally recognized scholar. He is the current Editor of Journal of Business and Psychology. Besides his academic work, he founded and/or led three successful talent management consulting organizations/units.

"Valerio leaves the reader with some thought provoking questions as to where we go from here. In short, the book is an important read for anybody committed to developing and harnessing women's leadership talent." (Work, Employment & Society, 21 November 2011) "The book has relevance across the range of all organizations including major companies, academic institutions and non-profit organizations. It has significance for every aspect of society - business, government, law, families, careers, and health.” (Publicnet.co.uk, November 2009)

• Series Editor’s Preface PrefaceAcknowledgmentsPart I: Historical and Current Contexts for Women’s Leadership1. IntroductionHow This Book Is OrganizedHow to Use This Book Most EffectivelyYour Role in Developing Women’s Leadership2. Why Women’s Leadership Today Invites Questions and Requires AnswersRecent HistoryKey Historical Events from the 1920s to the 1960sPresent RealitiesMetaphors through Time: From Concrete Wall to Glass Ceiling to LabyrinthDriving Forces Behind Organizational ChangeMore Women in the Workforce than Ever BeforeWomen’s Educational AttainmentWomen as Corporate Officers: The Current SituationWomen Leaders Are a Driving Force for Powering BusinessGenerations in the WorkforceWork–life Integration – Shared by Both GendersSummary3. What Women and Men Need To Know About Leadership and Its DevelopmentWhat Does Leadership Research Reveal About the Behavior of Effective Leaders?Leadership CompetenciesWhy Use Leadership Competencies?Personality Traits Associated with LeadershipEthicsLeadership StylesTransformational and Transactional LeadershipWomen as Transformational LeadersWhat Are Some Effective Leadership Development Practices?Challenging Job AssignmentsCoachingMentoringLeadership Development ProgramsSummaryPart II: Practical Suggestions for Organizations, Managers, and Women4. CEOs and Human Resource Executives Can Develop Talented WomenDiversity and Inclusion and the Creation of WealthWhat CEOs and HR Executives Can DoFairness IssuesLeadership DevelopmentCareer DesignSummary5. What Managers Can Do To Develop Talented WomenSocial-Relational Contexts at WorkBest Practices in Talent ManagementStereotypical PerceptionsGender StereotypesStereotypes about Men and WomenWhy Is It Critical for Managers to Understand Gender Stereotypes?What the Research Tells UsThe Double Bind for WomenThe Double StandardWomen’s Competence QuestionedResistance to Women’s LeadershipBoth Men and Women Internalize Gender StereotypesWhat Can Managers Do?Ensuring Fair Performance EvaluationsWomen’s NetworksMentoringCoachingDual-Gender ActionsBecome More Aware of How Gender Biases Influence Your DecisionsHelp Female Managers Develop Their NetworksEndorse the Authority of Female LeadersSend Talented Women to Both Internal and External Training ProgramsGive Women Challenging Job Assignments with Sufficient SupportSteer Clear of the Glass CliffBalance the Numbers of Men and Women on TeamsActions by MenAsk Questions to Understand the Perspective of WomenOvercome the Reluctance to Provide Women with Feedback About TheirPerformanceChampion Women’s Leadership DevelopmentActions by WomenShare Experiences with Other WomenRecognize the Wide Range of Diversity among WomenProvide Realistic FeedbackSummary6. What Women Can Do To Develop ThemselvesThe Importance of Seeking FeedbackThe Importance of ReflectionWhat Can Women Do?Join a Women’s NetworkAsk For What You WantEnhance Your Influence by Combining Competence with WarmthSeek High Visibility and Line AssignmentsFind MentorsSeek External Stretch AssignmentsAsk for an Executive CoachAttend Both Internal and External Development ProgramsSummaryPart III: Present and Future Leadership7. In the Words of Some of Today’s Leaders8. What Does the Future Hold?Changes at the Individual, Organizational and Societal LevelsChange at the Individual LevelChange at the Organizational LevelChange at the Societal LevelQuestions for Practitioners and ResearchersWhat Makes the Present Different from the Past?NotesReferences and Further ReadingsIndex

Anna Marie Valerio, Ph.D., President of Executive Leadership Strategies, LLC, is a consultant specializing in executive coaching and leadership development. Her areas of expertise also include individual assessment, women’s leadership, and performance management. Her book, Executive Coaching: A Guide for the HR Professional, co-authored with Robert J. Lee and published by Wiley/Pfeiffer, is a practical guide about coaching and how to use it in organizations. Anna Marie has made numerous presentations at professional conferences and can be reached via her website, http://www.executiveleadershipstrategies.com. Series Editor:Steven G. Rogelberg, Ph.D., is Professor and Director of Organizational Science at the University of North Carolina Charlotte. He is a prolific and nationally recognized scholar. He is the current Editor of Journal of Business and Psychology. Besides his academic work, he founded and/or led three successful talent management consulting organizations/units.

"Valerio leaves the reader with some thought provoking questions as to where we go from here. In short, the book is an important read for anybody committed to developing and harnessing women's leadership talent." (Work, Employment & Society, 21 November 2011) "The book has relevance across the range of all organizations including major companies, academic institutions and non-profit organizations. It has significance for every aspect of society - business, government, law, families, careers, and health.” (Publicnet.co.uk, November 2009)

• Series Editor’s Preface PrefaceAcknowledgmentsPart I: Historical and Current Contexts for Women’s Leadership1. IntroductionHow This Book Is OrganizedHow to Use This Book Most EffectivelyYour Role in Developing Women’s Leadership2. Why Women’s Leadership Today Invites Questions and Requires AnswersRecent HistoryKey Historical Events from the 1920s to the 1960sPresent RealitiesMetaphors through Time: From Concrete Wall to Glass Ceiling to LabyrinthDriving Forces Behind Organizational ChangeMore Women in the Workforce than Ever BeforeWomen’s Educational AttainmentWomen as Corporate Officers: The Current SituationWomen Leaders Are a Driving Force for Powering BusinessGenerations in the WorkforceWork–life Integration – Shared by Both GendersSummary3. What Women and Men Need To Know About Leadership and Its DevelopmentWhat Does Leadership Research Reveal About the Behavior of Effective Leaders?Leadership CompetenciesWhy Use Leadership Competencies?Personality Traits Associated with LeadershipEthicsLeadership StylesTransformational and Transactional LeadershipWomen as Transformational LeadersWhat Are Some Effective Leadership Development Practices?Challenging Job AssignmentsCoachingMentoringLeadership Development ProgramsSummaryPart II: Practical Suggestions for Organizations, Managers, and Women4. CEOs and Human Resource Executives Can Develop Talented WomenDiversity and Inclusion and the Creation of WealthWhat CEOs and HR Executives Can DoFairness IssuesLeadership DevelopmentCareer DesignSummary5. What Managers Can Do To Develop Talented WomenSocial-Relational Contexts at WorkBest Practices in Talent ManagementStereotypical PerceptionsGender StereotypesStereotypes about Men and WomenWhy Is It Critical for Managers to Understand Gender Stereotypes?What the Research Tells UsThe Double Bind for WomenThe Double StandardWomen’s Competence QuestionedResistance to Women’s LeadershipBoth Men and Women Internalize Gender StereotypesWhat Can Managers Do?Ensuring Fair Performance EvaluationsWomen’s NetworksMentoringCoachingDual-Gender ActionsBecome More Aware of How Gender Biases Influence Your DecisionsHelp Female Managers Develop Their NetworksEndorse the Authority of Female LeadersSend Talented Women to Both Internal and External Training ProgramsGive Women Challenging Job Assignments with Sufficient SupportSteer Clear of the Glass CliffBalance the Numbers of Men and Women on TeamsActions by MenAsk Questions to Understand the Perspective of WomenOvercome the Reluctance to Provide Women with Feedback About TheirPerformanceChampion Women’s Leadership DevelopmentActions by WomenShare Experiences with Other WomenRecognize the Wide Range of Diversity among WomenProvide Realistic FeedbackSummary6. What Women Can Do To Develop ThemselvesThe Importance of Seeking FeedbackThe Importance of ReflectionWhat Can Women Do?Join a Women’s NetworkAsk For What You WantEnhance Your Influence by Combining Competence with WarmthSeek High Visibility and Line AssignmentsFind MentorsSeek External Stretch AssignmentsAsk for an Executive CoachAttend Both Internal and External Development ProgramsSummaryPart III: Present and Future Leadership7. In the Words of Some of Today’s Leaders8. What Does the Future Hold?Changes at the Individual, Organizational and Societal LevelsChange at the Individual LevelChange at the Organizational LevelChange at the Societal LevelQuestions for Practitioners and ResearchersWhat Makes the Present Different from the Past?NotesReferences and Further ReadingsIndex