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DISRUPTING GENDER, REVISING LEADERSHIP

Debra Meyerson, Robin Ely, Laura Wernick

Historically, much of the research on women and leadership has emphasized differences in men's and women's leadership styles and the structural and cognitive barriers in organizations that impair women's mobility and access to leadership opportunities.1 As organizational theorists, we have focused our research on the social construction of gender and, in particular, on how organizational arrangements shape, and are shaped by, women's and men's actions, interactions, and identities at work.2 Our insights about women and leadership have followed from our research on the organizational production of gender differences and gender inequality in the workplace and from ...

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