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Psychologists say little girls have about six years before they're affected by harmful gender stereotypes about their intelligence. The researchers published their findings in the journal .

Belief in oneself is not just some fluffy idea. A multitude of studies have shown that girls and women who are confident in their abilities are more likely to succeed in school and in their careers. They're more likely to take risks, score higher on tests, and advance in the world. But widespread sexism can make this confidence very difficult to come by.

Lead researcher Lin Bian is a doctoral researcher at the University of Illinois. "Our society tends to associate brilliance with men more than with women, and this notion pushes women away from jobs that are perceived to require brilliance," Bian said in a statement. "We wanted to know whether young children also endorse these stereotypes."

The research team recruited 400 children between the ages of 5 and 7 for a series of four experiments. In the first, the kids were told a story about someone who was "really, really smart" and were told about four different people, two men and two women. In the second study, they simply had to guess which of the four people was "really, really smart."

The 5-year-olds were quite equitable-minded, believing that either gender could be the story's "really, really smart" protagonist. But by age 6, girls were far less likely to guess that women could be "really, really smart."

In the third experiment, the researchers showed some of the 6- and 7-year-old kids two very similar games. One was labeled for "children who are really, really smart" and the other for "children who try really, really hard." Then each kid was asked which game interested them more. Girls and boys were equally interested in the game for hard-working children. The game for smart children was significantly less popular among the girls.

Kids in the last study were shown a game "for smart children," then asked if they were interested in playing. The 5-year-old girls were all for it, but 6-year-old girls had substantially less interest than the boys.

Co-author Sarah-Jane Leslie studies philosophy at Princeton University. "In earlier work," she said, "we found that adult women were less likely to receive higher degrees in fields thought to require 'brilliance,' and these new findings show that these stereotypes begin to impact girls' choices at a heartbreakingly young age."

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Little Girls Start Believing Harmful Gender Stereotypes by Age 6

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Psychologists say little girls have about six years before they're affected by harmful gender stereotypes about their intelligence. The researchers published their findings in the journal . Belief in oneself is not just some fluffy idea. A multitude of studies have shown that girls and women who are confident in their abilities are more likely to succeed in school and in their careers.

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The New York Times - Breaking News, US News, World News and Videos

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Live news, investigations, opinion, photos and video by the journalists of The New York Times from more than 150 countries around the world. Subscribe for coverage of U.S. and international news, politics, business, technology, science, health, arts, sports and more.

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Halla Tómasdóttir: A feminine response to Iceland's financial crash

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Halla Tómasdóttir managed to take her company Audur Capital through the eye of the financial storm in Iceland by applying 5 traditionally "feminine" values to financial services. At TEDWomen, she talks about these values and the importance of balance.

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reading

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When taking this course, you will raise your own self-awareness and gain self-confidence for a better leadership. You will discover a new approach to leadership based on trust and sense. The "Savoir-Relier" leadership, a new approach of leadership, taught to HEC MBA's student and top executives, enables better team leadership and encourages relationships between people in spite of their differences of opinion. You will develop relational skills, self-knowledge and self-awareness on the way to unfold your own leadership style. You'll learn the skills of The Savoir-Relier (SR) methodology for better connecting with yourself or others by going through the following 4 steps for successful leadership: Introspection, Conversation, Resilience and Responsibility toward Value Creation. In this first MOOC of the "Inspirational Leadership" specialization, you will practice the first two steps of the method for successful leadership: Introspection and Conversation. You will get to know yourself better during the Introspection part and get a chance to improve your communication skills in order to better interact with others. You will meet people like you who will share their stories and their experience with Savoir-Relier and why it is so inspiring for them in their life. Together, you'll develop greater self-awareness by developing a leadership self-portrait and going through fun activities to increase your empathy and communication. Leaders from different organizations and participants of the HEC Paris Leadership Certificate, the program from which this course and specialization are inspired, will share with you their insights about what it takes to become a great leader and what they are able to achieve now that they apply The Savoir-Relier methodology. This course is part of the specialization "Inspirational Leadership: Leading with Sense". In the next courses, you'll go through the second two steps of leadership: Resilience and Responsibility toward Value Creation.

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6 - What Savoir-Relier really is? - Your inspirational leadership journey | Coursera

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When taking this course, you will raise your own self-awareness and gain self-confidence for a better leadership. You will discover a new approach to leadership based on trust and sense. The "Savoir-Relier" leadership, a new approach of leadership, taught to HEC MBA's student and top executives, enables better team leadership and encourages relationships between people in spite of their differences of opinion.

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Barry Schwartz makes a passionate call for "practical wisdom" as an antidote to a society gone mad with bureaucracy. He argues powerfully that rules often fail us, incentives often backfire, and practical, everyday wisdom will help rebuild our world.

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Eric Liu: Why ordinary people need to understand power

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1. Who is more charismatic, President Barack Obama or President Donald Trump? Who is more
transactional? Discuss.
2. Is it morally good for people to fall in behind a leader who is charismatic? Discuss.
3. To be able to produce the charismatic leadership signals, both verbal and nonverbal, what abilities
and personality traits do you think leaders should have? Explain.

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Write a two pages personal philosophy of leadership. It is meant to be just your initial thoughts about leadership_essay

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Three leadership characteristics that made Mandela a legend

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A lot has been said about Nelson Mandela's legacy since his sad passing in December. And with opportune timing, Mandela: Long Walk to Freedom arrives to attempt to capture the essence of Mandela's character and impact.

While Invictus - one of my top 10 leadership movies - dealt with a short period of Nelson Mandela's life after becoming President of South Africa, Long Walk to Freedom takes on a much wider remit. Using Mandela'a autobiography as a framework, it covers his early life as a Johannesburg lawyer to his eventual release from prison in 1990.

It's a big ask which inevitably makes much of the film feel like a highlights reel, covering major events only at a superficial level. But it does throw light on three key characteristics that helped Mandela become one of the 20th century's greatest leaders.

1. Vision

Mandela has a clear, unequivocal vision: a free South Africa with equal rights for all, whether black or white. It's a vision he articulates at every opportunity, not least when facing the death penalty at his trial for terrorism.

It's a vision on which he never compromises. For example, when the Government opens negotiations with Mandela prior to his release, they offer many concessions: repealing certain laws, releasing his fellow activists from prison, legalising the African National Congress (ANC). They expect concessions in return. But Mandela is firm. Only equal rights for all - black or white - is acceptable.

2. Selflessness

Selflessness is not a quality always associated with leaders. For Mandela, it is the very heart of his leadership.

At his trial for terrorism, he and his fellow ANC members offer no defence. Instead, Mandela reads a statement outlining their demand for equal rights, fully acknowledging that 'it is an ideal for which I am prepared to die.' Mandela and his colleagues are fully prepared - and expect - to give their lives to their cause.

When offered release from prison in 1985 on the condition of renouncing violence, Mandela refuses. He stands by his principle of freedom and equality for everyone, and won't compromise that principle even after 22 years of imprisonment.

But perhaps the biggest example of Mandela's selflessness is his rejection of the personal satisfaction of revenge. This, of course, is Mandela's biggest legacy: the spirit of forgiveness and reconciliation that he personally espoused and cultivated in his people.

To forgive years of imprisonment, cruelty and injustice to stay true to a bigger goal is the ultimate act of selflessness. And in Long Walk to Freedom, Mandela's approach contrasts visibly with that of his wife Winnie, who is unable to forgive the past and move on.

3. Personal responsibility

While some leaders prefer to cover their backs and pass the buck, Mandela's commitment to personal responsibility is hugely refreshing.

This is no blind follower of popular opinion: Mandela is not afraid to say when he thinks his people are wrong. In Invictus, he interrupts a committee meeting to tell them they are mistaken in their decision to change the Springbok name and emblem, and to ask them to repeal it. 'You elected me as your leader', he tells them. 'Let me lead you now.'

In Long Walk to Freedom, when violence is igniting around South Africa and many black people want revenge, he takes to the airwaves to tell his people to go home. 'If I can forgive them,' he says, 'then you can forgive them.' And with 27 years of imprisonment, he has the credibility to be listened to.

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Three leadership characteristics that made Mandela a legend

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A lot has been said about Nelson Mandela's legacy since his sad passing in December. And with opportune timing, Mandela: Long Walk to Freedom arrives to attempt to capture the essence of Mandela's character and impact.

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There are 2 parts of the assignment: 1) Learning Objective; 2) Questions at the end of the chapter.