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The next four chapters of the book explore research questions regarding specific aspects of the linkage between gender and leadership. Chapter 2 addresses the frequently researched question, “Why do leader stereotypes emphasize masculinity?” Chapter 3 addresses a complementary question, “Why are there so few women in top management positions?” Chapter 4 addresses a question that has emerged in recent years, “Is there a female advantage or disadvantage in the managerial ranks?” Chapter 5 addresses a question ripped from today's headlines: “Why do (some) men in top management feel free to sexually harass women?”

The latter question is seldom addressed in the literature on the linkage between gender and leadership. However, I believe that it belongs in this book because it focuses on a type of behavior directed by mostly male leaders in positions with considerable power towards mostly lower-level female employees or job applicants with less power that is especially problematic, thereby rendering it a question pertaining to gender and leadership.

Chapter 6 serves as the concluding chapter of the book. It addresses the question, “What actions would work toward undoing the linkage between gender and leadership?” In raising this question, it responds to the notion that if social systems can become gendered or “do gender” (West & Zimmerman, 1987), they can also take steps toward “undoing gender” (Deutsch, 2007).