Mary, Mary quite contrary, how do women leaders grow? Available to Purchase

The author reflects on the experience of 50 top female chief executives working together during the NHS reforms in the UK and finds some dissonance with both traditional and present‐day leadership theory and practice. Examining the processes of both personal growth and “seasoning” and organizational integration, she uncovers possible reasons for a perceived lack of fit with hegemonic expectations of leadership. She goes on to argue not for women to fit in, but for notions of leadership to mature.