Lean InVersus the Literature: An Evidence-Based Examination

Abstract

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.

Barriers to women in senior leadership: how unconscious bias is holding back Australia’s economy

“…Recently, the popular phrase ‘lean in’ was coined by Facebook’s Chief Operating Officer, Sandberg (2013), suggesting that women just need to do the right things to get ahead. While much of Sandberg’s advice is consistent with the literature (Chrobot‐Mason, Hoobler and Burno 2019) and may be helpful to women seeking advancement (Metz and Kumra 2019), focusing on ‘fixing women’ has been criticised for ignoring the systemic gender bias in organisations (Faludi 2013; Vinnicombe 2013), and research shows that those strategies such as putting your hand up for promotion, going the extra mile at work, and networking with senior managers do not provide the same career advantages for women as for men (Stroh, Brett and Reilly 1992). Additionally, as women are exposed to a lifetime of stereotypes and biased evaluations in the workplace (Correll and Simard 2016), rather than developing thick skins, their confidence may be crushed (Johnston 2016).…”

“…While contemporary debate continues to focus on ‘fix the women’ approaches such as the need for women to ‘lean in’ to get ahead in their careers (Chrobot‐Mason, Hoobler and Burno 2019; Sandberg 2013), or on women’s choices to ‘opt‐out’ of the workforce to prioritise family life (Hoobler, Lemmon and Wayne 2014), in fact Australian researchers have consistently found no significant difference in the proportions of women and men aspiring to senior leadership roles (Sanders et al 2013; Wood and Lindorff 2001). However, although the majority of women want opportunities for career progression, very few believe they have the same opportunities as men for promotion into senior leadership roles (Artabane, Coffman and Darnell 2017).…”

Sounds like a fit! Wording in recruitment advertisements and recruiter gender affect women's pursuit of career development programs via anticipated belongingness

“…Our findings facilitate evidence‐based recommendations for how organizations can recruit more women and, thereby, increase gender equality (Ely et al, 2011; Gipson, Pfaff, Mendelsohn, Catenacci, & Burke, 2017; Heilman & Caleo, 2018; Shore, Cleveland, & Sanchez, 2018). While much has been written about the subject of achieving gender equality in leadership, not all recommendations are equally evidence‐based, and some guidance can even harm progress (Caleo & Heilman, 2019; Chrobot‐Mason, Hoobler, & Burno, 2018; Dobbin et al, 2015; Dobbin & Kalev, 2016). Our work offers recommendations for organizations to adapt their communication rather than working toward “fixing women” (Gloor, Morf, Paustian‐Underdahl, & Backes‐Gellner, 2020).…”

‘Women take care and men take charge’: The case of leadership and gender in the Public and Commercial Services Union

“…The phrase ‘lean-in’, coined by Sandberg (2013), describes women who have not ‘lean(ed)-in’ to their careers as much as men have, and as a consequence of non-engagement (leaning out), isolation and systematic bias continue to be a barrier for women accessing leadership roles. Critics of this stance suggest that it is more complex than Sandberg’s (2013) proposition and that gender stereotyping continues to be a barrier and ‘lean-in’ lacks empirical evidence (Arnold and Loughlin, 2019: 94; Chrobot-Mason et al, 2019).…”