Introduction

Abstract Discussing the book’s main questions, theory, and hypotheses, the introduction also reviews the literature on gender and crisis. Unlike many studies, this book does not explore crises as an avenue to leadership but rather discusses how crises impact perceptions of women leaders. The introduction argues that when women leaders govern in ways that meet traditional gender role expectations, they are perceived positively. Conversely, when their behavior conflicts with traditional gender role expectations, they are evaluated negatively. The perception of women leaders during times of crisis depends on whether the crisis type is masculine, feminine, or gender neutral. The crisis type, however, does not automatically determine gender role (in)congruency for women leaders. Within the parameters set by the crisis type, women leaders can strengthen gender role congruency through their crisis management, including issue framing, leadership style, and crisis communication. The introduction concludes with a discussion of the book’s methodology and case selection.