Gender equity in the workplace is not merely a moral imperative; it also affects the success of businesses and our ability to solve the world’s grand challenges. The gender gap in leadership is a global phenomenon rooted in cultural role expectations of men, women, and leaders. Although these expectations vary across cultures, women consistently face barriers from laws, socialization, formal organizational policies, and informal organizational practices that limit their opportunities to become leaders and inhibit their ability to be effective when they do obtain such positions. To address these barriers, we discuss how societies, organizations, and individual women and men around the world can facilitate women’s leadership through culturally-contextual leadership development strategies. We frame our discussion around the intersection of culture, gender, and leadership to understand how the interaction of these variables informs local considerations as to what barriers, and therefore interventions, are most relevant in their respective contexts

Despite mixed and sometimes confusing results posed by the role of gender in the work-family (W-F) interface, gender research in WF studies cannot be laid to rest. In this chapter we review W-F spillover and crossover literature involving dual earner couples in different cultural contexts – Anglo/European, Asian and Middle Eastern – to identify gendered patterns in spillover and crossover effects experienced by men (husbands) and women (wives). Gender asymmetry continues to be evident in dyadic couple relationships across cultures, especially when one considers crossover effects.