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• Article | Harvard Business Review | May–June 2018

  What Most People Get Wrong about Men and Women: Research Shows the Sexes Aren't So Different

  Catherine H. Tinsley and Robin J. Ely

  Why have women failed to achieve parity with men in the workplace? Contrary to popular belief, it’s not because women prioritize their families over their careers, negotiate poorly, lack confidence, or are too risk averse. Meta-analyses of published studies show that those ideas are myths—men and women actually have similar inclinations, attitudes, and skills. What does differ is the way they are treated on the job: Women have less access to vital information, get less feedback from supervisors, and face other obstacles to advancement. To ensure gender equity, the authors recommend that managers (1) question the stereotypes behind their practices, (2) consider other factors that might explain the achievement gap, (3) change workplace conditions accordingly, and (4) keep challenging assumptions and sharing learning to create a culture in which all employees can reach their full potential.

  Keywords: Working Conditions; Gender; Equality and Inequality; Organizational Culture; Change Management;

  Citation:

  Tinsley, Catherine H., and Robin J. Ely. "What Most People Get Wrong about Men and Women: Research Shows the Sexes Aren't So Different." Harvard Business Review 96, no. 3 (May–June 2018): 114–121.  View Details

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• Article | Harvard Business Review

  Beating the Odds: Leadership Lessons from Senior African-American Women

  Laura Morgan Roberts, Anthony Mayo, Robin Ely and David Thomas

  Any list of top CEOs reveals a stunning lack of diversity. Among the leaders of Fortune 500 companies, for example, just 32 are women, three are African-American, and not one is an African-American woman. What’s going on? The authors studied the careers of the roughly 2,300 alumni of African descent who have graduated from Harvard Business School since its founding, focusing on the 67 African-American women who have attained top positions in corporations or professional services firms. These women thrived, they found, because of three characteristics that are key to resilience: emotional intelligence, authenticity, and agility. The women were adept at reading interpersonal dynamics and managing their own reactions; crafting their identities; and transforming obstacles into opportunities. Beyond personal strengths, the authors say, another factor was critical: nurturing relationships with mentors who recognized the women’s talent and made it their business to support them. The insights gleaned are important not just for African-Americans and women; they’re essential for any manager who recognizes that an organization’s diversity is its strength.

  Keywords: Leadership; Diversity; Race; Gender; Personal Characteristics; Relationships; Success;

  Citation:

  Roberts, Laura Morgan, Anthony Mayo, Robin Ely, and David Thomas. "Beating the Odds: Leadership Lessons from Senior African-American Women." Harvard Business Review 96, no. 2 (March–April 2018): 126–131.  View Details

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• Case | HBS Case Collection | November 2001 (Revised October 2017)

  GuestFirst Hotel (A): Customer Loyalty

  Frances X. Frei and Dennis Campbell

  Provides a hotel context in which to explore the link between customer loyalty and financial performance, using four years of hotel data. Challenges students to find the extent of the relationship between loyalty and performance.

  Keywords: Motivation and Incentives; Mathematical Methods; Finance; Performance; Relationships; Customer Focus and Relationships; Data and Data Sets; Accommodations Industry;

  Citation:

  Frei, Frances X., and Dennis Campbell. "GuestFirst Hotel (A): Customer Loyalty." Harvard Business School Case 602-099, November 2001. (Revised October 2017.)  View Details

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