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The purpose of this paper is to examine male and female executives as leaders “championing” gender change interventions. It problematizes current exhortations for male leaders to lead gender change, much as they might lead any other business-driven change agenda. It argues that organizational gender scholarship is critical to understanding the gendered nature of championing.
This paper is of value to practitioners and scholars. It draws attention to contemporary issues of leadership and gender change, seeking to bridge the gap between theory and practice that undermines our change efforts.