In this article, new knowledge related to managing gender bias provides a context to discuss women in leadership. This study explored how women on corporate boards coped with gender bias. Social identity theory and the role congruity theory of prejudice provided a conceptual lens of the study. Through semistructured interviews with six women on corporate boards from Canada, reflective journaling, and analysis of physical artifacts related to women revealed seven emergent themes using Yin's five phases of analysis. The findings of this study can be used by women to be more effective in managing gender bias in their leadership roles.