Chapter 2
1. Amy C. Edmondson, The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth (Hoboken, NJ: John Wiley & Sons, 2018).
Chapter 4
1. Michael L. Slepian and Drew S. Jacoby-Senghor, “Identity Threats in Everyday Life: Distinguishing Belonging from Inclusion,” Social Psychological and Personality Science 12, no. 3 (2021): 392–406.
2. Slepian and Jacoby-Senghor, “Identity Threats in Everyday Life.”
Chapter 7
1. Ko Kuwabara, Claudius A. Hildebrand, and Xi Zou, “Lay Theories of Networking: How Laypeople’s Beliefs About Networks Affect Their Attitudes Toward and Engagement in Instrumental Networking,” Academy of Management Review 43, no. 1 (2016), doi: 10.5465/amr. 2015.0076.
2. Tiziana Casciaro, Francesca Gino, and Miryam Kouchaki, “The Contaminating Effects of Building Instrumental Ties: How Networking Can Make Us Feel Dirty,” Administrative Science Quarterly 59, no. 4 (2014): 705–735.
3. Herminia Ibarra, Act Like a Leader, Think Like a Leader (Boston: Harvard Business Review Press, 2015).
4. Mark S. Granovetter, “The Strength of Weak Ties,” American Journal of Sociology 78, no. 6 (1973): 1360–1380.
Chapter 8
1. Costas Cavounidis and Kevin Lang, “Discrimination and Worker Evaluation,” NBER Working Paper 21612, October 2015.
2. “Eighty-percent of professionals consider networking important to career success,” LinkedIn Corporate Communications, June 22, 2017, https://news.linkedin.com/2017/6/eighty-percent-of-professionals-consider-networking-important-to-career-success.
3. Shelton Goode and Isaac Dixon, “Are Employee Resource Groups Good for Business? Two Experts Debate the Issue,” shrm.org, August 25, 2016, https://www.shrm.org/hr-today/news/hr-magazine/0916/pages/are-employee-resource-groups-good-for-business.aspx.
Chapter 9
1. Julianne Holt-Lunstad et al., “Loneliness and Social Isolation as Risk Factors for Mortality: A Meta-Analytic Review,” Perspectives on Psychological Science 10, no. 2 (2015): 227–237, doi: 10.1177/1745691614568352.
Chapter 13
1. Coqual, The Sponsor Dividend, 2019, https://coqual.org/reports/the-sponsor-dividend/.
Chapter 15
1. David R. Hekman, Stefanie K. Johnson, Maw-Der Foo, and Wei Yang, “Does Diversity-Valuing Behavior Result in Diminished Performance Ratings for Non-White and Female Leaders?” Academy of Management Journal 60, no. 2 (2017): 771–797.
2. Belle Derks, Colette Van Laar, and Naomi Ellemers, “The Queen Bee Phenomenon: Why Women Leaders Distance Themselves from Junior Women,” Leadership Quarterly 27, no. 3 (2016): 456–469.
3. McKinsey and Company, Women in the Workplace 2016, https://womenintheworkplace.com/2016#!.
Chapter 17
1. Working Mother Media, The Gender Gap at the Top, 2019, https://www.workingmother.com/sites/workingmother.com/files/attachments/2019/06/women_at_the_top_correct_size.pdf.
2. Center for Talent Innovation, The Sponsor Dividend, 2019, https://www.talentinnovation.org/_private/assets/TheSponsorDividend_KeyFindingsCombined-CTI.pdf.
3. Lean In, “Working Relationships in the #MeToo Era,” 2019, https://leanin.org/sexual-harassment-backlash-survey-results#!; Gillian Tan and Katia Porzecanski, “Wall Street Rule for the #MeToo Era: Avoid Women at All Cost,” Bloomberg, December 3, 2018, https://www.bloomberg.com/news/articles/2018-12-03/a-wall-street-rule-for-the-metoo-era-avoid-women-at-all-cost.
4. McKinsey and Company, “Women in the Workplace 2016,” September 2016, https://www.mckinsey.com/~/media/McKinsey/Business%20Functions/Organization/Our%20Insights/Women%20in%20the%20Workplace%202016/Women-in-the-Workplace-2016.ashx; Shelley J. Correll and Caroline Simard, “Research: Vague Feedback Is Holding Women Back,” hbr.org, April 29, 2016, https://hbr.org/2016/04/research-vague-feedback-is-holding-women-back?autocomplete=true.