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The purpose of this paper is to explore the most common general metaphors for women’s leadership: the glass ceiling, sticky floor and the labyrinth. The authors discuss the strengths and weaknesses of these metaphors for characterizing women’s current situation as leaders.

In addition to reviewing the literature on the status of women leaders, the authors also discuss recent research on the power of metaphor to illustrate concepts and influence social judgments.

The authors conclude that the labyrinth is the most useful metaphor for women leaders, because although there has been slow steady improvement in women’s access to leadership, women continue to face challenges that men do not face: gender stereotypes that depict women as unsuited to leadership, discrimination in pay and promotion, lack of access to powerful mentors and networks and greater responsibility for childcare and other domestic responsibilities.

Although the glass ceiling metaphor implies that women face obstacles once they have risen to very high levels of leadership and the sticky floor metaphor implies that women are prevented from any advancement beyond entry level, the labyrinth reflects the myriad obstacles that women face throughout their careers.

The labyrinth metaphor not only acknowledges these challenges but also suggests that women can advance to very high levels of leadership.

The purpose of the paper is to provide a quantitative analysis of existing research comparing perceptions about male and female mediators to understand better the extent a mediator's gender is related to the disputing individuals' view of the mediation.

Several databases were searched extensively (1967‐2007) for relevant research studies and articles reporting disputant perceptions and mediator gender. Unpublished research was solicited from dissertations, the internet, as well as directly from authors. Articles were screened; those meeting predetermined criteria were included in the meta‐analysis.

Existing studies indicated that male mediators were perceived more favorably than their female counterparts were.

Despite a very extensive search of existing studies, only five contained the information necessary for this meta‐analytic review.

The results suggest that additional barriers and challenges exist for women, compared to men, in the world of mediation. Considering both the significant results and the lack of existing research on the topic, further research is clearly needed for more definitive advice regarding the training and practice of mediation.

Current textbooks and research on mediation have extremely limited or no information on the role of the gender of the mediators. While gender differences have been researched in regards to negotiation and negotiators, this paper systematically considers perceptions about male and female mediators.

This chapter presents two stories of inspiring women political leaders, Jacinda Ardern, Prime Minster of New Zealand, and Angela Merkel, Chancellor of Germany, to shed light on the dire importance of using feminine leadership models (i.e., embodying kindness, empathy and concern for others) during the COVID-19 pandemic as well as everyday practice. I use a multi-dimensional theoretical conceptualization grounded in gender stereotyping and the theory of androgyny to emphasize the transition from historical masculine leadership ideals (‘think manager, think male’ – Schein & Davidson, 1993) to leadership discourse that symbolizes inclusivity of leadership with an emphasis on using kindness, regardless of whether you identify as a male or female leader.

This study investigates the relationship between child gender and a CEO’s top management hiring decisions.

Hypotheses were tested using secondary data on 121 S&P 500 male CEOs, their children, and their top management teams.

Results indicate that child gender is associated with a male CEO’s TMT hiring decisions. Specifically, we find that male CEOs with only daughters were significantly more likely to hire women to their TMTs than male CEOs with only sons and those with both sons and daughters.

This study provides evidence for the roles of familiarity, learning, and empathy in reducing gender biases in selection decisions. Top management hiring decisions have wide implications for organizational settings in general and for the breaking of the glass ceiling in particular.

Reducing gender bias in top manager hiring decisions directly relates to the United Nations’ Sustainable Development Goal 5 of achieving gender equality as women are consistently under-represented at the top of organizations across the world.

By focusing on the hiring of top managers, this study includes hiring decisions that directly impact firm operations. To our knowledge, this is the first study to examine the relationship between child gender and executive hiring decisions with a US S&P 500 sample.

Because women ' s status in Latin American countries appears comparable to their status in organizations of more economically advanced nations, this paper probes the mystery of how and why these women fare relatively well in their careers, given that socioeconomic and cultural factors could limit their possibilities of achieving higher management positions. The paper aims to discuss these issues.

Exploratory study of 162 Latin American women who demonstrated exceptional success by attaining first and second level positions in private organizations. They responded to a semi-structured interview of 49 closed-ended questions about career challenges and barriers, leadership style, ambition, personal goals and work-life balance, plus two open-ended questions about men and women ' s leadership differences and how they understand their success.

Interviewees disagreed on issues of discrimination, recognized few serious professional career barriers and regarded work-life balance as their main challenge. They understood their success in terms of individual factors such as personality characteristics, performance and results, and their own leadership traits. Most admitted that machismo limits women ' s access to upper level positions. They recognized their ambition to attain power positions mainly for personal satisfaction, and their main goal was personal development and fulfilment.

Given the sample size per country, future research could include a more representative and large sample or concentrate on one country per region to establish relationships between women ' s personal characteristics and organizations ' sector, or challenges faced and leadership style. Also family-owned companies as well as women entrepreneurs could contribute knowledge about women ' s leadership in these countries. Studying only national companies, a more neatly description of local culture and gender awareness in its organizational practices that hinder or promote women ' s leadership and participation in decision-making positions may be obtained. Transcultural studies that compare women ' s rise and upper management performance in countries where support from domestic help and extended family as well as cultural values are very different, could permit to understand more fully what it takes to reach top management positions and the weight that these particular cultural conditions have.

This study is unique in shedding light on a multinational sample of Latin American female executives and their perceptions of their success, leadership style and barriers and challenges faced.

Gender is at core a group process because people use it as a primary frame for coordinating behavior in interpersonal relations. The everyday use of sex/gender as cultural tool for organizing social relations spreads gendered meanings beyond sex and reproduction to all spheres of social life that are carried out through social relationships and constitutes gender as a distinct and obdurate system of inequality. Through gender's role in organizing social relations, gender inequality is rewritten into new economic and social arrangements as they emerge, contributing to the persistence of that inequality in modified form in the face of potentially leveling economic and political changes in contemporary society.