The behavioral balancing act of navigating executive leadership as a female: An environmental effect model

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

This conceptual paper's environmental effect model reveals that women operating at an executive level are required in male-normed organizations to adapt their leadership behavior continually between male and female traits, both to break through the glass ceiling to secure their leadership position and to keep it without falling off a glass cliff. Gender-based self-constraint and self-monitoring is a behavioral habit that can be difficult to shift in all but the most positively supportive and openly diverse work environments. Only here can executive women be their authentic selves without fearing negative career repurcussions.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Citation

(2019), "The behavioral balancing act of navigating executive leadership as a female: An environmental effect model", Human Resource Management International Digest, Vol. 28 No. 1, pp. 11-13. https://doi.org/10.1108/HRMID-08-2019-0205