Developing Women’s Authenticity in Leadership

Yoshie Tomozumi Nakamura (), Jessica Hinshaw and Rebecca Burns
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Yoshie Tomozumi Nakamura: Graduate School of Education and Human Development, The George Washington University, Washington, DC 20052, USA
Jessica Hinshaw: Graduate School of Education and Human Development, The George Washington University, Washington, DC 20052, USA
Rebecca Burns: Graduate School of Education and Human Development, The George Washington University, Washington, DC 20052, USA

Merits, 2022, vol. 2, issue 4, 1-19

Abstract: In this exploratory case study, we examined women’s lived experience as leaders and their participation in an in-person leadership development program. More specifically, we studied how women perceived an in-person leadership development program through a lens of authentic leadership. Our method for gathering information included individual interviews, field observation, and archival data. The interviews focused on particular episodes and stories of the participants’ leadership experiences in their professional life and learning experiences through the leadership development program. The findings from this study indicated the importance of self-awareness of leader identity and increased confidence, building their authentically balanced approach, and creating a social network through collective learning. This paper concludes with future research and practical implications for women leaders, senior human resource development professionals, and senior managers who design and develop women leadership training programs.

Keywords: women leadership development; authentic leadership; informal and formal learning; leader identity (search for similar items in EconPapers)
JEL-codes: J L M (search for similar items in EconPapers)
Date: 2022
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