When a woman is the only female in a high-prestige work group, she is unlikely to recruit another woman to her team for fear of being outperformed or undervalued, however, she is just as likely to recruit another woman when the high-prestige work group is already majority female.

Providing information about male and female employees’ individual contributions to a group task, or information about female employees’ competence in previous tasks, reduces negative assessments about women’s contribution to group work.

Subtle exposure to highly successful female leaders improves women’s performance and self-evaluations in stressful leadership tasks.    

Men evaluate women as contributing less leadership and having fewer skills when there are two women in a group compared to when there are one or three.   

Women excel under majority rule when they are the majority; when the minority of a deliberative body, women are more advantaged under unanimous rule.

Women’s electoral success leads to an increase in female candidacy in subsequent elections.

Sex workers who undergo a comprehensive training program focused on improved agency and psychological empowerment exhibit positive changes in self-esteem, outlook, future-orientation, and health and economic behaviors.

Seeing is believing: Female leaders’ presence narrows the gender gap in girls’ aspirations and advancement in education.

Being in a position of power in a group increases the volubility of men, but not the volubility of women.

Men who are employed in jobs that are strongly associated with women, and vice versa, are more strongly penalized for making mistakes than those in positions associated with their own gender.