There is no shortage of qualified women to fill leadership roles: Women make up almost half of the U.S. labor force. Yet from corporate boardrooms to Congress, from health-care companies to the courts, from non-profit organizations to universities, men are far more likely than women to rise to the highest paying and most prestigious leadership roles.

When asked to picture a leader, most people will draw a man. Researchers investigate the consequences.

This course deliver evidence-based strategies, skills development, and education that help women succeed in leadership positions throughout their career.

Organizations are involving men in gender inclusion programs to boost workplace equity. Research shows that active male participation leads to progress in 96% of organizations. Challenges include potential backlash and skepticism. Male allies should listen, respect women's spaces, amplify efforts, embrace discomfort, and engage in supportive partnerships for successful gender equity initiatives.

Even when CEOs make gender diversity a priority—by setting aspirational goals for the proportion of women in leadership roles, insisting on diverse slates of candidates for senior positions, and developing mentoring and training programs—they are often frustrated by a lack of results. That’s because they haven’t addressed the fundamental identity shift involved in coming to see oneself, and to be seen by others, as a leader.

Being a woman in a profession filled with men comes with hurdles that make reaching the top difficult, including hurdles people don’t always conside

Servant Leadership is a non-traditional leadership philosophy, embedded in a set of behaviors and practices that place the primary emphasis on the well-being of those being served.

The practice of leadership today involves transparency, collaboration, and adaptability. Adaptive Leadership helps organizations leverage and engage these fresh ideas and perspectives to produce better outcomes, solve more complex problems, and produce a more engaged and engaging workplace culture.

As a profession, healthcare management values commitment to lifelong learning and continuous professional development. Individual participation, however, is voluntary and healthcare managers choose to participate based in part on perceptions of organizational support (rewards, promotion and recognition) as well as on individual values. As women are narrowing the career attainment gap, participation in development activities may play a critical role. This paper aims to present a pilot study which assesses the differences in male and female healthcare managers' participation in professional development activities and perceived organizational support.

In some personal and professional challenges, there’s that feeling that tells us we’re not good enough and that we are less valuable while everyone else is better than us.

For many women, feeling like an outsider isn’t an illusion — it’s the result of systemic bias and exclusion.

A few weeks ago, a Twitter account called @womeninmedchat facilitated an online conversation about imposter syndrome in medicine. Imposter syndrome is a psychological term that refers to a pattern of behavior wherein people (even those with adequate external evidence of success) doubt their abilities and have a persistent fear of being exposed as a fraud. Online, there were numerous responses: women talked frankly about how they attributed accomplishments to luck or good timing instead of merit, voicing fears that they had simply duped others with an illusion of competence.

New research shows the emotional exhaustion caused by it bleeds into our home life – but women are somehow expected to find a remedy within themselves

… some definitions of imposter syndrome and some useful steps for dealing with it.

Women have been leaders throughout history, and today the tradition of volunteer female leadership continues to flourish. Yet in terms of paid leadership, women’s elevation to top positions is relatively rare. Why do men still vastly outnumber women in these positions? AAUW’s newest research report, Barriers and Bias: The Status of Women in Leadership, explores this question, drawing from scholarly research and paying special attention to stereotypes and biases. The report provides recommendations for individuals and those in the education, corporate, and political sectors to contribute to an environment in which gender is no longer a barrier to leadership. Moderated by journalist Cokie Roberts, a panel of industry experts discuss AAUW’s newest research and what it means for women.

Reports on the UN Development Programme 75-country analysis; The study contains data representing 80% of the world's population.

Most people have unconscious biases that have been shaped by the world around us. Uncovering the biases is an important step to eliminating them. This interactive quiz* — created by AAUW, Project Implicit and Harvard University — will help you identify your implicit biases about women in leadership roles.

Gender disparities are a persistent form of inequality in every country. Despite remarkable progress in some areas, no country in the world—rich or poor—has achieved gender equality.