A symposium at Harvard Business School delved into "intersectionality"—the seemingly obvious yet complex idea that gender interacts with other axes of inequality such as race, age, class, and ethnicity.
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A recent conference at Harvard Business School addressed the on-the-ground reality of women leaders 50 years after the first women were admitted to the two-year MBA Program at Harvard.
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Some 800 alumnae returned to Harvard Business School for the W50 Summit, two days of reflection, celebration, and brainstorming on women's experiences at HBS and beyond.
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Despite more women in the corporate work force, they still are underrepresented in executive officer positions. Professor Robin Ely and colleagues propose a new way to think about developing women for leadership.
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Men who work in dangerous places often act invulnerable to prove their merit as workers and as men—objectives that can lead to decreased safety and efficiency. Professor Robin Ely and her team helicoptered to offshore oil platforms in order to understand "manly men" and how working environments can be changed to alter men's enactments of manhood.
Merely expanding the number of women in leadership roles does not automatically induce organizational change. Harvard professor Robin Ely and Debra Meyerson call for fundamental changes to transform organizations.
Women have fought their way out of the house and into the top tiers of the workforce. How have successful women accomplished that work/life balance? Panelists discuss the decisions they made and how comfortable they are with their choices.
Mention work-family balance and you think of a trade-off: something gained for something lost. What are some more positive ways both men and women can handle the balancing act? In a Möbius Leadership Forum, three experts—a professor, a rabbi, and a practioner—weighed in.
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