In this paper, we develop a theoretical framework for understanding women leaders in working life. Our starting point is in statistics and earlier women-in-management literature, which show that women leaders represent a minority of the managerial population. We assume such underlying mechanisms causing discriminatory practices towards women leaders to exist which have become naturalized and invisible. Our concern is that everyone irrespective of gender should have a fair chance in career progression. This is both a moral and also an economic (...) challenge. The framework we develop in this paper is an alternative approach to studying women leaders compared to traditional women-in-management literature. It aims at revealing the "natural and taken-for-granted" cultural mechanisms behind discriminatory practices. Our framework is based on a critical discursive approach, which draws on ideas of how women''s leadership becomes symbolically represented and constructed in discursive practices. These symbolic constructions, which are mediated through language, often have an ideological loading which positions women leaders and builds their identities in ways that can help to legitimize unequal relations between the genders. However, our framework emphasizes the possibility of multiple discourses and a dynamic view of culture. The cultural constructions of women leaders are, thus, open to change. (shrink)

This article focuses on exerting influence in leadership, namely manipulation in storytelling. Manipulation is usually considered an unethical approach to leadership. We will argue that manipulation is a more complex phenomenon than just an unethical way of acting in leadership. We will demonstrate through an empirical qualitative study that there are various types of manipulation through storytelling. This article makes a contribution to the literature on manipulation through leadership storytelling, offering a more systematic empirical analysis and a more nuanced view (...) of the topic than previously existed by outlining how managers engage in manipulative storytelling and what kind of ethics they link to their manipulation in leadership. Four types of manipulation in storytelling are identified in the study: humorous, pseudo-participative, seductive and pseudo-empathetic. From an ethical perspective, we will show that manipulation is not always self-evidently reprehensible. We will conclude that the dominant ethical justification for manipulation stems from its consequences. (shrink)