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, 2015) and thus continue to put women at a disadvantage. The cumulative effect of this positioning is that gendered organizational contexts remain firmly in place, and women remain under-represented at the highest ranks of our organizations. Another characteristic of the gendered organizational system that negatively affects women in the workplace is second generation gender bias (Eagly and Carli, 2007; Ely et al., 2011; Ibarra et al., 2013), so named as it has mostly replaced overt discrimination with more subtle, less visible forms of prejudice. Cortina (2008) proposed that selective workplace incivility Arginase toward women and minorities is a form of this covert discrimination that has taken the place of overt sexism and racism. She assembled three theoretical streams of thought as to why this has occurred: First, these less visible forms of bias have replaced overt discrimination which is now seen as less desirable and in many cases illegal. Second, there is a long history of prejudice against women and minorities that has likely become more implicit than explicit over time, given changing historical and societal norms. Third, perhaps these more subtle forms of bias have existed all along, but were not as visible given that the more blatant forms of prejudice and discrimination overshadowed them. Unfortunately, the cumulative effect of these ��incivilities�� on women��s advancement into senior leadership positions is real and lasting. Hoobler et al. (2011) group the various theoretical explanations for women��s lack of progress into four main areas: the effects of the barriers inherent in the glass ceiling, the time needed for enough women to progress through the pipeline, an evolutionary psychology perspective that suggests that women are not naturally suited for leadership, and finally that the nature of the ��24/7 economy�� is incompatible for women caring for families. These authors also provide an additional perspective related to the opportunities that women are or are not provided by managers in their organizations. They suggest that a vicious cycle of managers�� assessments of female workers as lower in career motivation results in lower career development opportunities being offered which leads to fewer women in senior level positions (Hoobler et al., 2014). ��Women��s lack of ascension to higher management is at least partly explained by women not getting the opportunities and encouragement, that is, the critical organizational development, necessary to aspire to upper management positions�� (p. 723). As a result of these systemic factors, women��s lagging advancement into the ranks of senior leadership has been ascribed not only to a lack of confidence, but also to a personal choice to ��opt out�� (Belkin, 2003) or ��off ramp�� from their professional lives (Hewlett, 2007).