women’s career development, career success, gender, career theories,

This article presents a comprehensive perspective of leadership development that addresses the unique needs of women in organizations. The authors propose 7 categories of leadership development practice and examine the opportunities and obstacles in each of these practices for women. The authors offer recommendations for consulting psychologists and human resources professionals targeted to female clients and to organizational practices in order to advance women's leadership development. Finally, the authors discuss the overarching themes emanating from their research and implications for women and leadership development.

Although the demand for faculty service has increased substantially in recent years, the workload is not shared equitably among tenure-track faculty (Guarino & Borden, 2017; Pyke, 2011). Women faculty tend to spend more time on service activities than men, and they tend to perform important yet less institutionally recognized forms of service like mentoring, committee work, emotional labor, and organizational climate control (Babcock, Recalde, Vesterlund, & Weingart, 2017; Misra, Lundquist, Holmes, & Agiomavritis, 2011). Drawing from the theory of gendered organizations (Acker, 1990), this interview study examined how institutional gender biases impact the visibility and evaluation of faculty service across the tenure-track career trajectory. Our findings reveal how task-oriented forms of service tend to be more visible and valued than relationally oriented service. In addition to addressing a gap in the literature, our study presents practical recommendations to make service more visible, valuable, and equitable across faculty ranks and gender identities.

PurposeThis study aims to explore the nature of women's career experiences over the life course by examining career patterns, career locus, career contexts, and career beliefs.Design/methodology/approachA qualitative, inductive approach to data gathering and analysis was employed, using life story surveys, semi‐structured interviewing, thematic analysis, grounded theory, code development and descriptive statistics.FindingsThe data revealed distinct patterns of how women's careers develop over time, particularly with regard to the impact of career contexts (societal, organizational, and relational) and women's own changing images of their careers and career success. A three‐phase, age‐linked model of women's career development is proposed: the idealistic achievement phase; the pragmatic endurance phase; and the reinventive contribution phase.Research limitations/implicationsFuture studies should test replicability of these findings to determine whether this three‐phase model is embedded in the particular socio‐historical context of the times in which the particular women in this sample have lived or is universally applicable across different eras and changing realities.Practical implicationsBetter organizational efforts are needed to ensure that women receive ongoing coaching and mentoring, work for managers who support their development, have access to organizational resources and opportunities to develop their skills, are given challenging assignments, are acknowledged for their unique talents, and are recognized for aptitude learned through life experiences and “non‐traditional” work histories.Originality/valueThis is a rare, women‐only study that looks at the career dynamics of women over the life course.

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