Chapter 6: Becoming More Themselves: How Can Global Organizations Promote Women’s Authentic Leadership?

Most large companies, at least in appearance, wish to see women succeed and recognize their leadership. According to Kalev, Kelly, and Dobbin (2006), to do this they implement policies that are based more or less on three pillars. The organizational pillar sets up structures of responsibility whose mission is to set formal goals and to define action plans, while the behavioral pillar aims to educate employees by making them aware of discriminatory practices and gender stereotypes that underlie them. The last pillar—the network pillar—supports the inclusion of women through mentoring and networking. If these policies can more or less significantly increase the proportion of women in management positions, reduce gender stereotypes, or provide women with familiar, professional role models, we may still ask ourselves if they are offering real conditions for women to express their genuine leadership.