Navigating the double bind: Transformations to balance contextual responsiveness and authenticity in women’s leadership development

Women leaders’ double bind arises from followers’ contradictory expectations that are rooted in the societal female gender role and the organizational leader role. Using qualitative data from alumnae of the Women’s Leadership Series (WLS) of the Consultative Group for International Agricultural Rese...

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Autor principal:	Gelaye Debebe
Formato:	article
Lenguaje:	EN
Publicado:	Taylor & Francis Group 2017
Materias:	leadership effectiveness women’s leadership double bind gender training Business HF5001-6182 Management. Industrial management HD28-70
Acceso en línea:	https://doaj.org/article/b4366258e1d745aeb043e7856c8833f3
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id	oai:doaj.org-article:b4366258e1d745aeb043e7856c8833f3
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spelling	oai:doaj.org-article:b4366258e1d745aeb043e7856c8833f32021-12-02T14:07:31ZNavigating the double bind: Transformations to balance contextual responsiveness and authenticity in women’s leadership development2331-197510.1080/23311975.2017.1313543https://doaj.org/article/b4366258e1d745aeb043e7856c8833f32017-01-01T00:00:00Zhttp://dx.doi.org/10.1080/23311975.2017.1313543https://doaj.org/toc/2331-1975Women leaders’ double bind arises from followers’ contradictory expectations that are rooted in the societal female gender role and the organizational leader role. Using qualitative data from alumnae of the Women’s Leadership Series (WLS) of the Consultative Group for International Agricultural Research, this paper examines whether and how formal training enables women to more effectively navigate this double bind. Findings show that the WLS fostered four types of leadership transformations: hidden to visible leadership, inflexible to receptive leadership, attenuated to expanded leadership, and discouraged to inspired leadership. Interpreting these transformations through the lens of three ideas from the leadership effectiveness literature—context, authenticity, and behavior—this paper proposes a grounded theory, dual contingency model of leadership effectiveness for women. The model suggests that effective leadership behavior accounts for the demands of context and authenticity and identifies four unique pathways through which inattention to either contingency arises and how imbalance is identified and balance is restored. By elucidating these four pathways, the model enriches the literature on leadership effectiveness and provides insights into how women may successfully navigate the double bind.Gelaye DebebeTaylor & Francis Grouparticleleadership effectivenesswomen’s leadershipdouble bindgendertrainingBusinessHF5001-6182Management. Industrial managementHD28-70ENCogent Business & Management, Vol 4, Iss 1 (2017)
institution	DOAJ
collection	DOAJ
language	EN
topic	leadership effectiveness women’s leadership double bind gender training Business HF5001-6182 Management. Industrial management HD28-70
spellingShingle	leadership effectiveness women’s leadership double bind gender training Business HF5001-6182 Management. Industrial management HD28-70 Gelaye Debebe Navigating the double bind: Transformations to balance contextual responsiveness and authenticity in women’s leadership development
description	Women leaders’ double bind arises from followers’ contradictory expectations that are rooted in the societal female gender role and the organizational leader role. Using qualitative data from alumnae of the Women’s Leadership Series (WLS) of the Consultative Group for International Agricultural Research, this paper examines whether and how formal training enables women to more effectively navigate this double bind. Findings show that the WLS fostered four types of leadership transformations: hidden to visible leadership, inflexible to receptive leadership, attenuated to expanded leadership, and discouraged to inspired leadership. Interpreting these transformations through the lens of three ideas from the leadership effectiveness literature—context, authenticity, and behavior—this paper proposes a grounded theory, dual contingency model of leadership effectiveness for women. The model suggests that effective leadership behavior accounts for the demands of context and authenticity and identifies four unique pathways through which inattention to either contingency arises and how imbalance is identified and balance is restored. By elucidating these four pathways, the model enriches the literature on leadership effectiveness and provides insights into how women may successfully navigate the double bind.
format	article
author	Gelaye Debebe
author_facet	Gelaye Debebe
author_sort	Gelaye Debebe
title	Navigating the double bind: Transformations to balance contextual responsiveness and authenticity in women’s leadership development
title_short	Navigating the double bind: Transformations to balance contextual responsiveness and authenticity in women’s leadership development
title_full	Navigating the double bind: Transformations to balance contextual responsiveness and authenticity in women’s leadership development
title_fullStr	Navigating the double bind: Transformations to balance contextual responsiveness and authenticity in women’s leadership development
title_full_unstemmed	Navigating the double bind: Transformations to balance contextual responsiveness and authenticity in women’s leadership development
title_sort	navigating the double bind: transformations to balance contextual responsiveness and authenticity in women’s leadership development
publisher	Taylor & Francis Group
publishDate	2017
url	https://doaj.org/article/b4366258e1d745aeb043e7856c8833f3
work_keys_str_mv	AT gelayedebebe navigatingthedoublebindtransformationstobalancecontextualresponsivenessandauthenticityinwomensleadershipdevelopment
_version_	1718391984623714304

Navigating the double bind: Transformations to balance contextual responsiveness and authenticity in women’s leadership development

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