Research indicates many women prefer being self-employed and entrepreneurs, creating value based on their personal beliefs, rather than sitting on boards as "Ornamental Directors". Furthermore, the road to corporate boards for women has been long, tortuous, and bumpy, but needlessly so. Several theoretical explanations have been suggested for this situation, often with overlap and similarities. However, we believe that in other barriers are due to poor 'signaling' of success for female directors and structural issues. The messaging comes in the form of networks and nomination process bias, role model and mentor shortages, work-family balance, legal ambiguity, policies, and cognitive behavior. This leads to what we call the "Ornamental Director" syndrome.

Drawing from social exchange theory, this article explores the founder–successor relationship quality as a mediated pathway in examining the effects of founder–successor value congruence on successor’s willingness to take over the business. Based on survey data from 102 founder–successor dyads, polynomial regression analysis shows that when both a founder and a successor have high value congruence in family prosperity, the relationship quality will be enhanced, which leads to higher successor’s willingness. When there is value incongruence between a founder and a successor, the successor’s family prosperity value has a more important impact on the founder–successor relationship and successor’s willingness.

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We examined the efficacy of embodied learning for augmenting leader psychological capital-a latent construct reflecting hope, optimism, self-efficacy, and resilience. To do so, we leveraged the literature on embodied cognition and the challenge-hindrance stressor framework to better understand how involving both the body and mind during learning (i.e., embodied learning) can lead to heightened per-