According to Eagly and Carli (2007), research indicates that whole organizations and generations of people within the workforce have been programmed to view women in leadership is a very different capacity when compared to men in the same role. Based on this evidence one could argue that culture within the United States and within organizations must change to promote equal opportunity, wages, and leadership roles for women in the workplace; the way we think and see women must change.
In an effort to individually combat the glass ceiling affect or leadership labyrinth female leaders are encountering, women leaders can network with other leaders, both men and women, in the same industry and organization. The ability to secure a leadership role, or any role, is largely based on the candidates ability to sell themselves during the interview and qualification period. In addition, having a solid set of references that can vouch for your ability to do the work and to be the right person for the role can help to increase your chances of getting the job.
According to Eagly and Carli (2007), female candidates can help the chances and themselves by getting involved with mentoring. Candidates that have a mentor, when the appropriate mentor is selected, can get access to the boardroom and all it has to offer, including politics and insights into behaviors and opportunities, without actually working in the board room. Again, this suggestion is more along the lines of knowing someone that can help you hone your skills and behaviors in a way that makes them more attractive to potential jobs.