This proposed workshop centers on the experience and presentation of authenticity and authentic leadership (Avolio & Gardner, 2005) particularly for women, and how intersectional identities (Smith et al., 2019) and societal norms might influence the ability of women to behave authentically in senior leadership roles (Eagly, 2005; Hopkins & O’Neil, 2015). The intent is to convene a discussion of how women, women of color, and those with additional intersectional identities beyond gender and race, e.g., sexual orientation, ability, class, nationality, may find their expressions of authenticity in their leadership roles influenced, compromised, or suppressed by organizational and societal norms that dictate acceptable behaviors for women leaders (Eagly & Karau, 2002; O’Neil & Hopkins, 2015). We plan to explore in an interactive workshop how (or if) authentic leadership in women leaders might be compromised or altered as a result of implicit or explicit societal demands. Examples of such demands may include credentialing, demeanor, physical presentation, and acceptable attitudes and behaviors. We will explore the ways in which women leaders may be required to be “less of their real selves” to achieve the same respect, power, rewards, and positions more easily afforded their male counterparts. We seek to address in what ways women leaders may be subjected to societal demands or expectations dictating that they demonstrate a specific style, persona or presence in order to be valued as trustworthy or capable of leading as their male counterparts. We intend to engage with participants to strategize ways to mitigate these effects in organizational and societal contexts.
