AckerJ. (2006). Inequality regimes: Gender, class, and race in organizations. Gender & Society, 20, 441-464.
2.
AckerJ. (2012). Gendered organizations and intersectionality: Problems and possibilities. Equality, Diversity and Inclusion, 31, 214-224.
3.
AinsworthS.BattyA.BurchielliR. (2014). Women constructing masculinity in voluntary firefighting. Gender, Work & Organization, 21, 37-56.
4.
AndersonD.VinnicombeS.SinghV. (2008). Women only leadership development: A conundrum. In Turnbull JamesK.CollinsJ. (Eds.), Leadership learning: Knowledge into Action (pp. 147-161). London, England: Palgrave Macmillan.
5.
AtewologunD.SealyR.VinnicombeS. (2015). Revealing intersectional dynamics in organizations: Introducing “intersectional identity work.”Gender, Work & Organization. Advance online publication. doi:10.1111/gwao.12082
6.
BilimoriaD.JoyS.LiangX. F. (2008). Breaking barriers and creating inclusiveness: Lessons of organizational transformation to advance women faculty in academic science and engineering. Human Resources Management, 47, 423-441.
7.
BilimoriaD.LiangX. F. (2012). Gender equity in science and engineering: Advancing change in higher education. New York, NY: Routledge.
8.
BilimoriaD.LiangX. F. (2014). Effective practices to increase Women’s participation, advancement and leadership in US academic STEM. In BilimoriaD.LordL. (Eds.), Women in STEM careers: International perspectives on increasing workforce participation, advancement and leadership (pp. 146-165). London, England: Edward Elgar.
9.
BurkeR. J.MajorD. A. (2014). Gender in organizations: Are men allies or adversaries to women’s career advancement?Northampton, MA: Edward Elgar.
10.
BurtR. S.RonchiD. (2007). Teaching executives to see social capital: Results from a field experiment. Social Science Research, 36, 1156-1183.
11.
Catalyst. (2007). The double-bind dilemma for women in leadership: Damned if you do, doomed if you don’t. New York, NY: Author.
12.
ClarkC. M. (1993). Transformational learning. In MerriamS. B. (Ed.), New directions for adult and continuing education: No. 7. An update on adult learning theory (pp. 47-56). San Francisco, CA: Jossey-Bass.
13.
DebebeG. (2011). Creating a safe environment for women’s leadership transformation. Journal of Management Education, 35, 679-712. doi:10.1177/1052562910397501
14.
DebebeG.ReinertK. A. (2014). Leading with our whole selves: A multiple identity approach to leadership development. In MivilleM.FergusonA. (Eds.), Handbook on race-ethnicity and gender in psychology (pp.271-293). New York, NY: Springer.
15.
DeRueD. S.AshfordS. J. (2010). Who will lead and who will follow? A social process of leadership identity construction in organizations. Academy of Management Review, 35, 627-647.
EaglyA. H. (1987). Sex differences in social behavior: A social role interpretation. Hillsdale, NJ: Lawrence Erlbaum.
18.
EaglyA. H.CarliL. L. (2007). Through the labyrinth: The truth about how women become leaders. Boston, MA: Harvard Business School Press.
19.
EdmondsonA. (1999). Psychological safety and learning behavior in teams. Administrative Science Quarterly, 44, 350-383.
20.
ElyR. J.IbarraH.KolbD. M. (2011). Taking gender into account: Theory and design for women’s leadership programs. Academy of Management Learning & Education, 10, 474-493.
21.
ElyR. J.MeyersonD. E. (2000). Theories of gender in organizations: A new approach to organizational analysis and change. Research in Organizational Behavior, 22, 103-151.
22.
ElyR.PadavicI. (2007). A feminist analysis of organizational research on sex differences. Academy of Management Review, 32, 1121-1143.
23.
FletcherJ. K. (2004). The paradox of postheroic leadership: An essay on gender, power, and transformational change. Leadership Quarterly, 15, 647-661.
24.
GilliganC. (1982). In a different voice: Psychological theory and women’s development. Cambridge, MA: Harvard University Press.
25.
HeritageJ. (1981). Garfinkel and ethnomethodology. Cambridge, MA: Polity Press.
26.
HussoM.HirvonenH. (2012). Gendered agency and emotions in the field of care work. Gender, Work & Organization, 19, 29-51.
27.
IbarraH.ElyR.KolbD. (2013). Women rising: The unseen barriers. Harvard Business Review, 9, 60-66.
28.
KolbA. Y.KolbD. A. (2005). Learning styles and learning spaces: Enhancing experiential learning in higher education. Academy of Management Learning & Education, 4, 193-212.
29.
LorberJ. (1994). Paradoxes of gender. New York, NY: Yale University Press.
30.
MainieroL. A.SullivanS. E. (2005). Kaleidoscope careers: An alternate explanation for the opt-out revolution. Academy of Management Executive, 19, 106-112.
31.
MarshakR. (2006). Covert processes at work: Managing the five hidden dimensions of organizational change. San Francisco, CA: Berrett-Koehler.
32.
MeyersonD. E.FletcherJ. K. (2000). A modest manifesto for shattering the glass ceiling. Harvard Business Review, 1, 127-136.
33.
MezirowJ. (1991). Transformative dimensions of adult learning. San Francisco, CA: Jossey-Bass.
34.
MezirowJ. (2000). Learning to think like an adult: Core concepts of transformation theory. In MezirowJ. (Ed.), Learning as transformation: Critical perspectives on a theory in progress (pp. 3-34). San Francisco, CA: Jossey-Bass.
35.
MillerJ. B. (1986). Toward a new psychology of women (2nd ed.). Boston, MA: Beacon Press.
36.
O’NeilD.BilimoriaD. (2005). Women’s career development phases: Idealism, endurance, and reinvention. Career Development International, 10, 168-189.
37.
O’NeilD.HopkinsM.BilimoriaD. (2015). A framework for developing women leaders: Applications to executive coaching. Journal of Applied Behavioral Science, 51, 253-276.
38.
OrlikowskiW. J. (1996). Improvising organizational transformation over time: A situated change perspective. Information Systems Research, 7, 63-92.
39.
PlantegaD. (2004). Gender, identity, and diversity: Learning from insights gained in transformative gender training. Gender and Development, 12, 40-46.
40.
PowellG. N.MainieroL. A. (1992). Cross-currents in the river of time: Conceptualizing the complexities of women’s careers. Journal of Management, 18, 215-237.
41.
RidgewayC. L.CorrellS. J. (2000). Limiting inequality through interaction: The end(s) of gender. Contemporary Sociology, 29, 110-120.
42.
SenA. (2006). Identity and violence: The illusion of destiny. New York, NY: Norton.
43.
SimmonsM. (1996). New leadership for women and men: Building an inclusive organization. London, England: Gower.
44.
SinclairA. (1995). Sex and the MBA. Organization, 2, 295-317.
45.
SinclairA. (1997). The MBA through women’s eyes. Management Learning, 28, 313-330.
46.
SnowD. A.AndersonL. (1987). Identity work among the homeless: The verbal construction and avowal of personal identities. American Journal of Sociology, 92, 1336-1371.
47.
SpenderD. (1982). Invisible women: The schooling scandal. London, England: Writers and Readers.
48.
SveningssonS.AlvessonM. (2003). Managing managerial identities: Organizational fragmentation, discourse and identity struggle. Human Relations, 56, 1163-1193.
49.
TantonM. (1992). Developing authenticity in management development programmes. Women in Management Review, 7, 20-27.
50.
TatliA.ÖzbilginM. (2012). Surprising intersectionalities of inequality and privilege: The case of the arts and cultural sector. Equality, Diversity and Inclusion: An International Journal, 31, 249-265.
51.
ValianV. (1998). Why so slow? The advancement of women. Cambridge: MIT Press.
52.
VelsorE. V.McCauleyC. D.MoxleyR. S. (1998). Introduction: Our view of leadership development. In McCauleyC. D.MoxleyR. S.VelsorE. V. (Eds.), The center for creative leadership handbook of leadership development (pp. 271-293). San Francisco, CA: Jossey-Bass.
53.
VinnicombeS.ColwillN. L. (1995). The essence of women in management. Upper Saddle, NJ: Prentice Hall.
54.
VinnicombeS.MooreL. L.AndersonD. (2013). Women’s leadership programmes are still important. In VinnicombeS.BurkeR.Blake-BeardS.MooreL. L. (Eds.), Handbook of research on promoting women’s careers (pp. 406-419). Northampton, MA: Edward Elgar.
55.
VinnicombeS.SinghV. (2002). Developing tomorrow’s women business leaders. In BurkeR. J.NelsonD. L. (Eds.), Advancing women’s careers: Research and practice (pp. 206-219). Malden, MA: Blackwell.
56.
VinnicombeS.SinghV. (2003). Women-only management training: An essential part of women’s leadership development. Journal of Change Management, 3, 294-306.
57.
WeickK. E.QuinnR. E. (1999). Organizational change and development. Annual Review of Psychology, 50, 361-386.
58.
WestC.ZimmermanD. H. (1987). Doing gender. Gender & Society, 1, 125-151.
59.
WexleyK.BaldwinT. T. (1986). Management development. Journal of Management, 12, 277-294.
60.
WillisL.DaisleyJ. (1997). Women’s reactions to women-only training. Women in Management Review, 12, 56-60.
61.
WinnicottD. W. (1989). Playing and reality. New York, NY: Routledge.
62.
YuklG. (2012). Effective leadership behavior: What we know and what questions need more attention. Academy of Management Perspectives, 26(4), 66-85.