This work-in-progress paper presents a preliminary literature review in order to understand the factors that impact the journey of women who are aspiring to be leaders. Preliminary findings show that the double bind, gendered structures that arise from "contradictory expectations that are rooted in the societal female gender role and the organizational leader role,” is one major factor that effects women’s leadership development. Preliminary findings support that there is opportunity to successfully navigate the double bind and transform ineffective thinking and behaviors into leadership effectiveness through deep learning that focuses on internal transformation. Based on preliminary findings, implications for research and practice are presented. Researchers, women leaders, and leadership development practitioners should consider this factor when designing women’s leadership development programs and to support women on their journey to be leaders.

Keywords: leadership development, double bind

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