This project has been in process for most of my children's lives. Stretching over the last decade, it has become an integral part of our family as well as my professional work. Consequently, I am at once reluctant and joyous about its culmination.
The inspiration for this research came from Jill Ker Conway, whose steadfast dedication to fostering women's development continues beyond her tenure as president of Smith College. I count myself a fortunate part of two programs begun under her auspices: the Project on Women and Social Change and the Smith Management Program.
The Project stimulated multidisciplinary exchange among colleagues engaged in individual and collective research endeavors. My involvement with the Project gave me a new way of thinking about psychology and the questions it might profitably address. I liken my years with the Project to a unique postdoctoral experience wherein enormous learning and intellectual exploration took place in the company of a collaborative community of scholars. This study was generously supported by the Andrew W. Mellon Foundation.
I began the interviews of women managers with another Project principal investigator, Kay B. Warren, professor of anthropology at Princeton University. Kay's expertise in ethnographic research contributed to the early stages of the study, particularly in constructing and conducting the interviews. Shortly after completion of the interviews, Kay turned her attention to other projects. Thus, I bear full responsibility for the analyses and writing found here.
The Smith Management Program has been a continuous source of support and assistance to me. The interviews were begun with the help of its first