ABSTRACT
This chapter explores how overlapping, entangled and often stigmatised personal, social, and professional identities impact how women leaders are perceived as having 'leadership legitimacy'. It also explores the intersections of identity, organisational/group norms, diversity, and the range of impediments facing women in organisational leadership. The chapter explains the theories of identity formation that shed light on the barriers to leadership and the formation of group identity. There are a number of impediments to leadership for women that include: conflicting personal and professional identities, understanding and navigating group norms and expectations, stereotyping, social class, appearance and ageism, expressing agency, and homogeneity and maladministration in organisations. The group cultures are marked by rigid norms and expectations, cultural homogeneity, stereotyping and restrictive group norms, values, and behaviours. The Intersectional Leadership Self-Inventory Tool focuses on perceptions about leadership and leadership contexts. A person in a leadership role designs interventions that emerge from reflection and gradual discovery.
