The queen bee phenomenon: Why women leaders distance themselves from junior womenBelle Derks, Colette van Laar, Naomi Ellemers2016-01-15articleThe Leadership Quarterly593 citationsgreenNo readable copy stored yet — this record is metadata only.Gender Diversity and InequalityGender and Feminist StudiesSocial and Intergroup PsychologyAbstractNo abstract was published for this record.Citations in this libraryStored only when both papers are in the corpus — 593 citations exist upstream.References2000An Integrative Theory of Intergroup Conflict1979The Social psychology of intergroup relations1995Stereotype threat and the intellectual test performance of African Americans.2002Role congruity theory of prejudice toward female leaders.1978Men and Women of the Corporation.1988The Psychology of Self-Affirmation: Sustaining the Integrity of the Self1986Black students' school success: Coping with the ?burden of ?acting white??1994The role of stereotyping in system‐justification and the production of false consciousnessCited by2019The Organizational Reproduction of Inequality2020Are women eco‐friendly? Board gender diversity and environmental innovation2019Female directors and managerial opportunism: Monitoring versus advisory female directors2018The queen bee: A myth? The effect of top-level female leadership on subordinate females2023Challenges Women Experience in Leadership Careers: An Integrative Review2019The Inclusion Calculation2019Board gender diversity and environmental, social, and economic value creation: Does family ownership matter?2017Think manager—think male, think follower—think female: Gender bias in implicit followership theories