An exciting new book exploring why we have not seen the enduring changes that were once optimistically anticipated. Each chapter tackles an important question around gender and leadership, such as 'Why do leader stereotypes emphasize masculinity?', 'Why are there so few women in top management positions?' and 'Why do (some) men in top management feel free to sexually harass women?'.

Leading international scholar in the field, Gary N. Powell explores cutting-edge topics including;

• the appropriate role of masculinity in leadership,
• the ever-so-small numbers of female CEOs,
• and sexual harassment by men in power such as Harvey Weinstein and the resulting #MeToo movement.

With suggestions of practical steps that would work toward achieving a workplace in which all employees can reach their leadership potential regardless of their gender, Gender and Leadership is an important read for students and faculty members alike across the social sciences and humanities.

Gary N. Powell, Ph.D., is Professor Emeritus of Management at the University of Connecticut in Storrs, CT, and Distinguished Scholar at Lancaster University Management School in Lancaster, UK. He is author of Women and Men in Management (5^th ed.), Making Work and Family Work: From Hard Choices to Smart Choices, and Managing a Diverse Workforce: Learning Activities (3^rd ed.), and the editor of Handbook of Gender and Work. He is an internationally recognized scholar and educator on gender, diversity, and work-family issues in the workplace. His graduate course on women and men in management won an award on innovation in education from the Committee on Equal Opportunity for Women of the American Assembly of Collegiate Schools of Business (AACSB). He has received the University of Connecticut President's Award for Promoting Multiculturalism. He is also the recipient of the Ellen Galinsky Generative Research Award from the Work and Family Researchers Network.

He has served as Chair of the Women in Management (now Gender and Diversity in Organizations) Division of the Academy of Management and received both the Janet Chusmir Service Award for his contributions to the division and the Sage Scholarship Award for his contributions to research on gender in organizations. He has published over 120 articles in journals such as Academy of Management Journal, Academy of Management Review, Journal of Applied Psychology, Journal of Management, Journal of Business Venturing, Personnel Psychology, Organizational Behavior and Human Decision Processes, Journal of Vocational Behavior, Journal of Organizational Behavior, Journal of Occupational and Organizational Psychology, Entrepreneurship Theory and Practice, and Human Relations; contributed over 25 chapters to edited volumes; and presented over 160 papers at professional conferences. He is a Fellow of the British Academy of Management and Eastern Academy of Management. He has served on the Board of Governors of the Academy of Management and as President of the Eastern Academy of Management. He has served on the Editorial Board of Academy of Management Review, Journal of Management, Journal of Management Studies, Human Relations, and Academy of Management Executive, and as Editor of a Special Issue of Academy of Management Review on work-life theory.

Prior to joining the faculty at UConn, he worked at General Electric, graduating from its Manufacturing Management Program. At GE, he designed and implemented automated project scheduling systems as well as systems for inventory control, materials procurement, and so on. He has provided management training and development for many companies, including Webster Financial Corp., The Hartford Financial Services Group, The Implementation Partners (TIP), GE-Capital, General Signal, Apple Computer, Monroe Auto Equipment, AllState, and CIGNA, and has conducted numerous other workshops.

He holds a doctorate in organizational behavior and a master's degree in management science from the University of Massachusetts, and a bachelor's degree in management from MIT.

Chapter 1 Why are we talking about the linkage between gender and leadership?
Chapter 2 Why do leader stereotypes emphasize masculinity?
Chapter 3 Why are there so few women in top management positions?
Chapter 4 Is there a female advantage or disadvantage in the managerial ranks?
Chapter 5 Why do (some) men in top management feel free to sexually harass women?
Chapter 6 What actions would work toward undoing the linkage between gender and leadership?