In this article, we provide an evidence-based analysis of the main ideas put forth in Sheryl Sandberg's immensely popular book Lean In. In doing so, we bring the management and psychology literatures to bear on her key pieces of advice and determine which assertions are supported, which are refuted, and which need additional management research. We use research on stereotype threat, psychological withdrawal, mentoring, leadership identity development, self-efficacy, and leadership styles to examine Sandberg's key claims. Overall, our findings suggest that some of her arguments are supported by scientific evidence while others lack empirically based support. We discuss both gaps in the existing literature and practical implications that emerge as evidence-based strategies for both women and the organizations in which they work to combat gender-based stereotypes and discrimination.

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