Understanding the positive and negative outcomes of developmental challenges on the social psychology of female executives in top management teams.

Drawing on social identity theory, this conceptual article proposes how working in a male‐dominated top management team (TMT) leads to changes in the social psychology of female executives over time. Further, it simultaneously incorporates the role of various factors to develop a comprehensive understanding of positive as well as negative change experiences of female executives. Based on thorough review and integration of the relevant literature from the domains of organizational behaviour, gender management, and psychology, key themes have been extracted and a conceptual model has been proposed. It is suggested that female executives are likely to face epistemological shock after becoming a part of male‐dominated TMTs; however, proactive interactions and development of their cultural toolkit is expected to polish leadership capabilities and improve leader identity in them. Conversely, challenges in developing their cultural toolkit may lead to experiences of emotional exhaustion and the eventual psychological detachment of female executives from their teams and work environment. Unlike the focus of existing literature on general social and cultural challenges faced by female workers, this research offers a unique theoretical direction regarding the essence of extensive psychological changes and their long‐term prospects for females in male‐dominated TMTs. Finally, it also offers practical implications for highlighting various ways to encourage proactivity and social support for creating diversity and inclusion‐based leadership in organizations. [ABSTRACT FROM AUTHOR]